Como que n   Daniel GOLEMANn se ha encasillado y ha agotado sus recursos. Las ideas presentadas en este libro ya suenan muy sobadas y dominadas, y agregarles el condimento de la inteligencia emocional no las hace más efectivas ni contundentes. Los ejemplos que cita suenan infantiles, rayando lo absurdo. Me queda la impresión de que el señor necesitaba sacar un libro, y simplemente lo armó tomando artículos previamente publicados aquí y allá...

One of those "mostly common sense but common sense isn't so common" kind of books. Lots of real life examples of leadership gone bad and down right. Focusses on emotional intelligence and how it relates to leadership styles. Lots of underlineable one-liner summary points. Dumb title but well worth the read. Read it at work during down times so it took me forever but it's actually pretty readable.

Our brain has an emotional center, called the limbic system

The limbic system is a slow learner, especially when trying to relearn deeply ingrained habits

To change the limbic system, we need to unlearn old habits, develop new habits and repeat them over time until a new neural pathway is formed

This is an open loop system which requires external inputs to function

Our emotional and physiology states (e.g. hormones, heartbeat) are affected by the signals transmitted by others

Emotions are contagious and can spread in a group

Master the dialogue between the emotional and intellectual circuits of your brain

Dimensions of Emotional Intelligence

Self-awareness

Emotional self-awareness: Reading one’s own emotions and recognizing their impact and using gut sense to guide decisions

Self-assessment: Knowing one’s strengths and limits

Self-confidence: A sound sense of one’s self-worth and capabilities

Self-management

Emotional self-control: Keeping disruptive emotions and impulses under control

Transparency: Displaying honesty, integrity and 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

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

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 new directions

Building bonds: Cultivating and maintaining relationship webs

Teamwork and collaboration: Cooperation and team-building

The Shortest Path between Two People Is Laughter

Make a joke to break the ice

Leadership Repertoire

Visionary: The visionary leader articulates where a group is going, but not how it gets there — setting people free to innovate, experiment and take calculated risks

Inspirational leadership undergirds the visionary style

Competencies: Transparency and Empathy

It’s not effective when working with a team of experts who know more about the leader

Coaching: Coaches help people identify their unique strengths and weaknesses

Competencies: Developing others and Counseling

It doesn’t work nearly as good with unmotivated employees or with employees who don’t want to change and improve

Affiliative: An affiliative leader is most concerned with promoting harmony and fostering friendly interactions

They focus on the emotional needs of workers

Many affiliative leaders combine it with the visionary approach

It can allow for poor performance to go unnoticed.

When the affiliative style does not provide for corrective feedback or criticism, it can leave employees wondering

Democratic: Teamwork, Collaboration and Conflict management

A democratic approach works best when you are unsure what direction to take and need ideas from able employees

For example, IBM’s Louis Gerstner, an outsider to the computer industry when he became CEO of the ailing giant, relied on seasoned colleagues for advice

Democratic leader hears everyone and builds consensus. It makes people feel heard and understood

But when it’s too much democracy and less decision making, people can feel like they are in a leaderless organization

Pacesetting: The leader holds and exemplifies high standards for performance. He is obsessive about doing things better and faster, quickly pinpointing poor performers

Applied excessively, pacesetting can backfire and lead to low morale as workers think they are being pushed too hard or that the leader doesn’t trust them to get their job done

A pacesetter who lacks empathy can easily be blinded to the pain of those who achieve what the leader demands

Pacesetting works best when combined with the passion of the visionary style and the team building of the affiliate style

Highly workable for those employees who are equally competent and self-motivated

Commanding: The command leader demands immediate compliance with orders, but doesn’t bother to explain the reasons

If subordinates fail to follow orders, these leaders resort to threats

They also seek tight control and monitoring

Of all the leadership styles, the commanding approach is the least effective

Such a leader erodes people’s spirits and the pride and satisfaction they take in their work

The commanding style works on limited circumstances, and only when used judiciously

An effective execution of the commanding style draws on three emotional intelligence competencies: Influence, Achievement and Initiative

In addition, self-awareness, emotional self-control and empathy are crucial to keep the commanding style from going off track

The best leaders are the ones who can switch from one to the other depending on the situation

Resonant leaders understand human nature and leverage their emotional intelligence to connect with people and get the most out of them

Resonant leaders are: visionary, coaching, affiliative and democratic

They move others, igniting positive feelings that bring out the best in people and drive performance

They create a positive emotional climate that fosters creativity, innovation, strong teams and great performance

They stay positive and upbeat during stressful and difficult situations

Dissonant leaders instead don’t understand or actively try to cut out the human side of business

Dissonant leaders are: pacesetting, commanding and authoritative

They bring negative feelings and a downward cycle of discord and disharmony

The 5 Discoveries

The first discovery is the ideal self: Who do I want to be? Where I want to go and provides motivation or excitement to get there

Leadership development must be self-directed

Connecting with one’s passion, energy, and excitement about life is the key to uncovering your ideal self

Think where you would be sitting after fifteen years from now

Don’t worry about the feasibility

Just let the image develop and place yourself in the picture

Write down your vision, or share it with a trusted friend. After doing this exercise, you may feel a release of energy and optimism

Envisioning your ideal future can be a powerful way to connect with the real possibilities for change in our lives

In the second discovery, a person takes an honest assessment of themselves and identifies strengths and gaps between their real self and ideal self

Next, determine what your guiding principles are. What are your core values in the areas of life that are important to you, such as family, relationships, work, spirituality and health?

Write down everything you want to experience before you die. Doing so will open you up to new possibilities

Actively seek out negative feedback. You can do this using a 360-degree evaluation — collecting information from your boss, your peers and your subordinates

Multiple views render a more complete picture because each sees a different aspect of you. Once you have a full picture of yourself, you can examine your strengths and gaps. Do this by creating a personal balance sheet, listing both

Third, a learning agenda is developed to provide a road map for moving between the two – Metamorphosis

Craft specific, manageable learning goals that are tied to the goals that motivate you. When goal-setting, consider that:

Goals should build strengths

Goals must be your own, not someone else’s

Plans must be flexible and feasible, with manageable steps

Plans must fit your learning style

The fourth discovery involves the person experimenting with and practicing new behaviors, thoughts and feelings – The Experimenting Stage

The more often a behavioral sequence repeats, the stronger the underlying brain circuits become, as you rewire your brain. Like a professional musician, you must practice and practice until the behavior becomes automatic

Finally, the fifth discovery binds them all together through supportive and trusting relationships that provide a safe community where this process can take place – Supportive and Trusting Relationships

Having supportive people around when you want to change can make a big difference. Positive groups help people make positive changes, especially when the relationships are filled with candor, trust and psychological safety

Find a mentor or hire an executive coach

Building Emotionally Intelligent Organizations

Leaders ignore the power of the group at great cost. You can’t assume that the force of your leadership alone is enough to drive people’s behavior. Don’t make the common mistake of ignoring resonance-building leadership styles and steam-rolling over the team using the commanding and pacesetting styles exclusively

To lead a team effectively, you must address the group reality. Leaders who have a keen sense of the group’s pivotal norms and who are adept at maximizing positive emotions can create highly emotionally intelligent teams.

A team leader needs to keep a bad mood from spreading

Uncover the team’s less-productive norms and work with the team to change them

A process called dynamic inquiry can help you discover an organization’s emotional reality — what people care about, what is helping them, their group, and what’s getting in the way

The process uses focused conversations and open-ended questions intended to get to feelings. Themes become apparent from these conversations, which are then taken to small groups for more discussion. The conversations that ensue about what’s right and what’s not create momentum.

Every large organization has pockets of resonance and dissonance. The overall ratio determines the organization’s emotional climate and performance

To shift the ratio toward resonance, cultivate a dispersed cadre of emotionally intelligent leaders

To do that, leadership training must be the strategic priority and be managed at the highest level
Gifted leadership occurs where heart and head — feeling and thought — meet

Read as a follow up to “Emotional Intelligence 2.0” because I wanted to learn more about EI application. Although I picked up a few concepts, I had hoped for more.

The first half of this book is quite good —which covers the EI competencies, leadership styles, and the 5 discoveries (essentially a mechanism for continuous improvement). As for the second half of the book, I trailed off and totally lost interest.

Not just a book for business people, but something everyone should read. This is a clear and effective breakdown of what resonant leader is, and in my opinion one of the most important books written on Emotional Intelligence.

An unexpected treasure! I learned numerous vital lessons from each chapter. This is a must-have and must-read resource for anyone leading teams, projects, and organizations (large and small). It addresses the CEO (the boss) as well as employees and others in between. The authors provide excellent analysis in each chapter and the way they summarise their initial central arguments in the last chapter and the appendices makes the book memorable. That is how you write! In fact, the book feels as if it was written by a single author. I never noticed a change in style that usually comes with multiple authors. This shows the resonance between them and attests to the fact that they practice what they preach.

You can actually transform your work place by applying the principles explored in this book. I will definitely return to it. It could serve as a regular companion for anyone who wants to consult it and apply the authors’ counsel. A great read!

It seems every decade has a business trend that is examined to death. Emotional intelligence is the latest trend to be microscopically examined. This was required reading for my husband's MBA program. This was another book read on a flight from LA to Minneapolis. It was not a bad book but it was not graduate level. This was further proof my husband's MBA program is dumbed down to the lowest possible denominator; if you are willing to pay $90k plus, you will be accepted into the program. The ideas in this book have been covered many times by other authors over the years so this is yet another retread and why it only took 2 1/2 hours to read the book.

I think that this is an excellent book about emotional intelligence and how someone can impact their leadership ability through self awareness and self control. While I noticed that some others had rated it down a star because of the writing style, I appreciated the data and research support provided throughout the book for the theories they were describing. I think that the practical business examples provided throughout the book provided us with real life reality checks. I made a great number of notes throughout my book and will be reviewing the material frequently.

A focused and quick review of leadership principles focused around the value of emotional intelligence. I appreciate the focus on social intelligence and self-awareness especially in this environment.

Having enjoyed or finding the authors other books a worthwhile read, I thought this would be good too - only for me to realise this is one of his earlier books written before his others books like Emotional Intelligence, Working with Emotional Intelligence and Social Intelligence ... all of which I’ve read.

So after all ... coming back to reading this earlier book made it seem like nothing more groundbreaking than I’ve read from him before - just the addition of more examples of how this can Ethan’s be applied to leadership positions in the workplace

Very long, repetitive and kinda boring made it only 2 stars as it did have good info - but not worth the read if you heave his later latest books

To Our Continued Success!
Seemy
Waseem.tv/Blog

Expected more from the book. Was a bit below my expectations. The topic may open up new perspectives towards "emotional intelligence" in general and specifically in leaders. Areas like what difference an emotionally intelligent leader would bring about an organization compared to a leader who might be only intellectually intelligent in the traditional sense.

I think the narrator of the audiobook was a bit dry, hence, making it difficult to engage with the book but the book is overall short and can be read in 1-2 days.

I was a new leader about 5 years ago when i ordered this book from straight from the US.

Since then, this has been my guiding light in my leadership journey. Though, i continue to be molded by other concepts and actual observations and discernment, still the lesson i draw from this book is in my core.