50 Chapters
Medium 9780874256017

EQ #41 Lessons from LowPoints/High Points

Adele Lynn HRD Press, Inc. PDF

50 Activities for Developing Emotional Intelligence

Reflecting on our high points and low points as a leader will help improve our self-awareness. When we internalize these lessons, and change our leadership based on our mistakes and our successes, we stand to become even better leaders.

This exercise is based on self-reflection about our past achievements and failures as leaders. The purpose of reflection is to learn from our errors and to build on our successes.

When facilitating or coaching people on self-reflection, it is important to create a learning environment that is not judgmental or critical. The coach should try to create an atmosphere where participants can openly discuss their failures and successes. Sometimes, depending on the dynamics within an organization, this is difficult to do in an in-house session. The coach will have to use his or her judgment to determine if this will work in a group setting. If not, this exercise can be conducted in-house on a private coaching basis.

See All Chapters
Medium 9780874256017

EQ #6 Picture Yourself

Adele Lynn HRD Press, Inc. PDF

EQ #6

Picture Yourself

EQ Target

Self-Awareness and Control


Social Expertness

Personal Influence

Mastery of Vision


• To help participants visualize themselves in successful situations

• To encourage participants to act on their thoughts

• To build successes with employees by visualizing actions that are consistent with the goal of building employees’ sense of importance

Estimated Time

60–90 minutes


Emotional Intelligence Exercise #6


Training workshops on leadership

Private coaching sessions with all levels of leaders



Coaching Tips for the Coach/Trainer

The ultimate point of training or coaching is to get the participant to act in a way that will produce the desired result with the employee. One step that is often assumed yet not always realized, is that the leader can picture himself or herself successfully implementing the desired behavior. This visualization step precedes action. Therefore, visualization is very important to eventual behavior change on the part of the participant.

See All Chapters
Medium 9780874256017

EQ #49 More Reflections

Adele Lynn HRD Press, Inc. PDF

More Reflections

Trainer’s/Coach’s Notes




1 minute


Explain to the individual or group that it is important to reflect on leadership to determine the leadership philosophies that are important to the leader.

Explain that reflection aids self-confidence and solidifies and validates what is most important to us as leaders. Also explain that emotionally intelligent leaders have welldefined leadership philosophies that are a source of strength for the leader.


2 minutes


“The purpose of this exercise is to help you to reflect on the characteristics that you value most as a leader. By reflecting on what is important to you, you will gain confidence in your leadership decisions and will display that confidence to others. These questions help us look at leadership from a distance and from the point of view of others. They serve as a tool to help us articulate those qualities that we attribute to great leadership. Also, in the fast pace of the business world, we often are not permitted the luxury of reflection.

See All Chapters
Medium 9780874256017

EQ #32 Who Invents?

Adele Lynn HRD Press, Inc. PDF

50 Activities for Developing Emotional Intelligence

However, the most successful leaders know that sharing the vision is much stronger than just “telling” the employees about the vision. Truly sharing the vision allows employees to be a part of the vision. It allows employees to understand what the picture looks like, then feel invited to paint on the canvas. A leader who shares the vision and invites people to creatively express themselves toward the vision will gain true commitment. The leader who has the vision and then just “tells” people what to do is just delegating tasks. The leader who shares the vision and invites people to be creative toward the vision is calling forth employees who can actually enhance the vision.

The purpose of this exercise is to allow the leader to think about how much the leader allows or invites his or her employees to creatively think about and contribute to his or her vision vs. delegate tasks to get the leader’s vision done. One graphic artist on my staff taught me years ago that all I needed to do was to give her a concept; she would come up with the ideas to make the concept work. If the concept that I want to convey was hugeness, I might tell her to draw an elephant. She would probably be able to come up with 100 better ideas that would convey hugeness, but I’d never know it because I only delegated a task. When the leader conveys the concept through his or her vision and then allows the employees to fill in the how to’s and the details, the results are much more impressive.

See All Chapters
Medium 9780874256017

EQ #29 My Vision

Adele Lynn HRD Press, Inc. PDF

50 Activities for Developing Emotional Intelligence

It is important to differentiate the company vision statement from the vision that the leader has for his or her area. Although the vision of the leader should support and feed into the larger company vision, it is certainly appropriate for each leader to have a “vision within the vision.” This enables each leader to personalize his or her work and inspire his or her followers to

“see” how their unit or department fits into the larger picture.

As a coach for this exercise, it is important that you ask each participant to stay focused on his or her company’s mission/vision during this exercise.

Yet, many leaders need encouragement to realize that they must also bring the company’s vision down to the area that they manage — regardless of whether that area comprises 2 people or 2,000 people.

Sometimes people who are leading very small groups or units feel that they have no authority or power to have their own vision. Explain that they have a vision whether they think about it or not. Also, explain that their vision is somehow communicated to employees. For example, their vision may be that we are a small powerless unit who makes no difference to the company.

See All Chapters

See All Chapters