Smile

1. Smile And the whole world smiles with you

2. Did you just smile? Think about how a simple picture, sent by someone you hardly know, of someone else’s kids, can affect you.

3. PRIMAL LEADERSHIP REALIZING THE POWER OF EMOTIONAL INTELLIGENCE DANIEL GOLEMAN RICHARD BOYATZIS ANNIE McKEE

4. PRIMAL LEADERSHIP This book is founded on the premise that a great leader is a resonant one who understands and can utilize their own emotional intelligence as well as those of their employees to help achieve success. This presentation will examine the underlying neurological explanations of emotions as well as the foundations of Emotional Intelligence (EI) and the relationship to six leadership styles.

5. PART ONETHE POWER OF EMOTIONAL INTELLIGENCE The Limbic System The limbic system is part of the body’s nervous system, including, but not limited to, the hippocampus, the hypothalamus, and the amygdala. Our emotions appear to be primarily controlled by this system.

6. PART ONETHE POWER OF EMOTIONAL INTELLIGENCE The Hippocampus Aids in converting memories from short to long-term. If the hippocampus is damaged, a person cannot build new memories, however, memories already stored as long-term remain intact.

7. PART ONETHE POWER OF EMOTIONAL INTELLIGENCE The Hypothalamus The hypothalamus is responsible for regulating many of the body’s physical components including one’s pulse, blood pressure, breathing, hunger, thirst, response to pain, levels of pleasure, arousal, sexual satisfaction, anger and aggressive behavior.

8. PART ONETHE POWER OF EMOTIONAL INTELLIGENCE The Amygdala It is believed that the function of the amygdala is to continually interpret stimuli and instruct the body how to respond . In scientific experiments, stimulating the amygdala electrically causes animals to respond with aggression.  Conversely, removing the amygdala causes animals to become very tame and indifferent to stimuli that would have otherwise caused fear, rage and even sexual responses.

9. PART ONETHE POWER OF EMOTIONAL INTELLIGENCE Interpersonal Limbic Regulation, The Open Loop, or Mirroring Each person “transmits signals that can alter hormone levels, cardiovascular functions, sleep rhythms, even immune functions,” of others around them. Experiments show that after only 15 minutes of a conversation with someone, couples physiological profiles become extremely similar. Page 7

10. When a simple glance, touch, or kind word has caused affectionate feelings to resonate. When a disagreement has caused unpleasant temperaments to escalate. PART ONETHE POWER OF EMOTIONAL INTELLIGENCE Interpersonal Limbic Regulation, The Open Loop, or Mirroring Think about your relationships:

11. PART ONETHE POWER OF EMOTIONAL INTELLIGENCE Interpersonal Limbic Regulation, The Open Loop, or Mirroring Occurs not only in personal relationships, but in the office, the hospital, even on a place as seemingly impersonal as a bus, ....... How do our bodies decide which limbic system has the most influence? Whose has the most influence?

12. PART ONETHE POWER OF EMOTIONAL INTELLIGENCE Interpersonal Limbic Regulation applied to Commerce A study & the Yale University showed that “cheerfulness and warmth spread most easily, while irritability is less contagious and depression spreads hardly at all” P.L. Page 10 For every 1% increase in climate, there is a 2% increase in revenue Relationships as the context for learning:Kathy E. Kram, “A Relationational Approach to Career Development,” in The Career is Dead-Long Live the Career, ed. Douglas T. Hall (San Francisco:Jossey-Bass, 1996)

13. PART ONETHE POWER OF EMOTIONAL INTELLIGENCE If climate drives business results, what drives climate? Roughly 50 to 70 percent of how employees perceive their organization’s climate can be traced to the actions of one person: The leader. P.L. Pg. 18

14. PART ONETHE POWER OF EMOTIONAL INTELLIGENCE Since the leader greatly influences the climate of an organization, we will next examine how leaders handle themselves and their relationships: Emotional Intelligence P.L. pg 6

15. Personal Competencies Social Competencies PART ONETHE POWER OF EMOTIONAL INTELLIGENCE The 4 dimensions of Emotional Intelligence

16. PART ONETHE POWER OF EMOTIONAL INTELLIGENCE Self Awareness • Emotional Self-Awareness: Reading one’s own emotions and recognizing their impact; using ‘gut sense’ to guide decisions • Accurate Self-Assessment: Knowing one’s strengths and limits • Self-Confidence: A sound sense of one’s self-worth and capabilities

17. PART ONETHE POWER OF EMOTIONAL INTELLIGENCE Self-Management • Emotional Self-Control: Keeping disruptive emotions and impulses under control • Transparency: Displaying honesty and integrity; trustworthiness • Adaptability: Flexibility in adapting to changing situations or overcoming obstacles • Achievement: The drive to improve performance to meet inner standards of excellence • Initiative: Readiness to act and seize opportunities • Optimism: Seeing the upside in events

18. PART ONETHE POWER OF EMOTIONAL INTELLIGENCE Social Awareness • Empathy: Sensing others’ emotions, understanding their perspective, and taking active interest in their concerns • Organizational Awareness: reading the currents, decision networks, and politics at the organizational level • Service: Recognizing and meeting follower, client, or customer needs

19. PART ONETHE POWER OF EMOTIONAL INTELLIGENCE Relationship Management • Inspirational Leadership: Guiding and motivating with a compelling vision • Influence: Wielding a range of tactics for persuasion • Developing others: Bolstering others’ abilities through feedback and guidance • Change Catalyst: Initiating, managing, and leading in a new direction • Conflict Management: Resolving disagreements • Building Bonds: Cultivating and maintaining a web of relationships • Teamwork and Collaboration: Cooperation and team building

20. PART ONETHE POWER OF EMOTIONAL INTELLIGENCE “People join companies and leave managers” Marcus Buckingham, Gallup Organization

21. PART ONETHE POWER OF EMOTIONAL INTELLIGENCE Leadership Styles Resonant • Visionary • Coaching • Affiliative • Democratic Dissonant • Pacesetting • Commanding

22. PART ONETHE POWER OF EMOTIONAL INTELLIGENCE Dissonant Leadership Dissonant Leaders lack empathy and transmit emotional tones that resound most often in a negative register. These leaders are out of touch with the feelings of the people they are working with. They fail to empathize with, or to read the emotions of, a a group accurately

23. PART ONETHE POWER OF EMOTIONAL INTELLIGENCE Dissonant Leadership Office Episode

24. PART ONETHE POWER OF EMOTIONAL INTELLIGENCE Dissonant Leadership Dissonant Leaders may take many forms • outwardly abusive • passive aggressive • polished yet insincere, manipulative leaders who don’t hold the necessary values for the team. Dissonant leaders may seem effective in the short run (get a promotion) but the toxicity they leave behind belies their apparent success; cynicism, distrust and resentment remains.

25. PART ONETHE POWER OF EMOTIONAL INTELLIGENCE Emotional Hijacking When the amygdala’s impulse is acted upon, an emotional hijack ensues. “Negative Emotions – especially chronic anger, anxiety, or a sense of futility – powerfully disrupt work, hijacking attention from the task at hand” Heart Rates can leap 20-30 beats per minute Stress Hormones are released – and continue to travel throughout the body for many hours. People are less emotionally intelligent when they are upset: They have trouble reading emotions accurately in other people. Page 13

26. PART ONETHE POWER OF EMOTIONAL INTELLIGENCE Resonant Leadership When the leader is attune to the group and resonating the emotions of those around him. They are on the same wavelength. Recognized by a group of followers who vibrate with the leader’s upbeat and enthusiastic energy. Resonant Leadership is accomplished by interweaving intellect & emotions – Emotional Intelligence (EI)

27. PART ONETHE POWER OF EMOTIONAL INTELLIGENCE Visionary The visionary gives people a common, shared goal. Since the visionary leader shares the same beliefs as to where a company is going, their beliefs resonate. Empathy is the most important competency of a visionary leader.

28. PART ONETHE POWER OF EMOTIONAL INTELLIGENCE Coaching Coaching focuses on personal development rather than on accomplishing tasks. Since the result is almost always a positive emotional response, leaders establish rapport and trust. Coaching is most productive with motivated employees as well as those who want professional development. The Coach is usually very self-aware and empathetic. The EI competence is: developing others.

29. PART ONETHE POWER OF EMOTIONAL INTELLIGENCE Affiliative The Affiliative Leader shares emotions openly and often values people and their feelings more than the tasks or objectives. They strive to keep people happy, to create harmony, and build team resonance. An affiliative leader is also very empathetic.

30. PART ONETHE POWER OF EMOTIONAL INTELLIGENCE Democratic The Democratic Leader takes the time to listen to ideas from the employees. The leader relies on teamwork and collaboration, conflict management, and influence. Because democratic leaders listen & understand, they are empathetic.

31. PART ONETHE POWER OF EMOTIONAL INTELLIGENCE Pacesetting The Pacesetting Leader is someone who expects excellence and exemplifies it. The pacesetting leader must also include other EI competencies such as self-awareness, empathy or they will fail.

32. PART ONETHE POWER OF EMOTIONAL INTELLIGENCE Commanding The commanding leader expects subordinates to immediately comply with all orders but does not bother to explain the reasons behind them. If subordinates fail to follow their orders unquestioningly, these leaders resort to threats. This type of leader keeps tight control of any situation and gives feedback immediately – when something is not done correctly. A commanding style can be used effectively in a crisis situation This style also works when a leader attacked an object, rather than a person.

33. PART ONETHE POWER OF EMOTIONAL INTELLIGENCE How do we use Emotional Intelligence to Lead Bowling Alone, Ohio to become the town it inspires to be? Create Great Leaders Build Great Organizations