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EQ #1 Champion or Chump

Adele Lynn HRD Press, Inc. PDF

EQ #1

Champion or Chump

EQ Target

Self-Awareness and Control

Empathy

Social Expertness

Personal Influence

Mastery of Vision

Objectives

• To help participants become familiar with the past feelings that certain leaders fostered

• To determine exactly what those leaders did to foster certain feelings

Estimated Time

25 minutes

Materials

Emotional Intelligence Exercise #1

Uses

Training workshops on leadership

Private coaching sessions with all levels of leaders

Risk/Difficulty

Medium

Coaching Tips for Coach/Trainer

This EQ activity is designed to help leaders realize the impact that the leader has on the follower. By reaching back into our memories of both positive and negative examples in our own work life, leaders can become sensitive to the power that leaders have to influence and foster work environments. This EQ activity will build self-awareness by examining the individual’s emotional environment.

Use this activity to begin a discussion of how significant it is for leaders to give followers a sense of importance and significance.

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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.

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EQ #35 Advice from the Pros

Adele Lynn HRD Press, Inc. PDF

Advice from the Pros

Trainer’s/Coach’s Notes

Approximate

Time

1.

1 minute

Overview

Explain to the individual or group that they can draw on resources for advice. The great leaders who were used in

EQ 28 could be called upon at any time to give feedback to the participants if we just ask them for help.

2.

1 minute

Purpose

“The purpose of this exercise is to call upon a leader that we respect or admire greatly for their visionary ability. You are going to ask that leader to help you, to critique your actions, and to otherwise give you advice on how to drive your vision to be a reality with your employees.”

3.

15 minutes

Give Directions

A. Give the participant(s) Exercise #35.

B. Recall the great leader that you studied in EQ 28.

C. Instruct the participants to ask this great leader to critique and give advice to them about vision. Ask the great leader to tell the participant what they could do to strengthen their vision, to articulate it more clearly, to connect people with their vision, or to otherwise strengthen their position as a leader.

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EQ #33 Visions Apply to People Too

Adele Lynn HRD Press, Inc. PDF

50 Activities for Developing Emotional Intelligence

The leader’s perception has much to do with the performance that we receive. If we value and treasure our employees, we tend to treat them in a way that is consistent with this feeling. On the other hand, if we view our employees as a drain or a burden, then our actions reflect this feeling. The emotionally competent leader knows that he or she must first determine the

“correct” vision of his or her employee before he or she can expect great or inspired performance. The emotionally competent leader knows that maintaining a positive, optimistic view of employees will result in building bonds with employees that will lead to greater performance.

We are not suggesting that leaders “put their head in the sand” and ignore performance problems. If such problems exist, leaders must address them.

However, there is an important distinction between addressing a performance problem and picking at performance issues. The emotionally wise leader knows to address the big issues, and from there, create a positive, optimistic view of performance that enables success.

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EQ #4 Rank Order Your Employees

Adele Lynn HRD Press, Inc. PDF

50 Activities for Developing Emotional Intelligence

Coaching Tips

Sometimes intentionally or unintentionally, all leaders rank order employees.

Some organizations even give salary increases based on some type of ranking system. Ranking may cause problems for the leader. For example, the leader may consciously or unconsciously send negative messages to the people on the bottom of the ranking. These messages may inadvertently cause people to believe they are not important or valued to the organization.

This can spiral into additional performance problems.

The caution for the leader is to recognize that he or she values employees differently, but the leader must employ self-restraint to be sure that he or she is not giving messages that counter productivity.

For example, if a leader does not value a certain job function, but instead views it as a necessary evil that he or she must contend with, that leader is apt to give the employee performing this function less time, less patience, less praise, less development opportunities, and even less pay even though the employee may be doing a fine job.

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