Balance Your E.I. Skills


Having emotional intelligence, often referred to as EI, is an important part of being a stronger, more effective leader.

But too many people assume that it’s all about being sweet and chipper. Sure, some EI competencies are related to sociability, sensitivity, and likeability, but others are connected to leadership skills like achievement, influence, and conflict management.

The key is to have a balance.

If you’re strong in some of the softer, emotional skills, then focus on honing skills like giving unpleasant feedback. For example, rather than using your EI to smooth over interactions with a co-worker who is overbearing and abrasive, work on bringing up the issue to your colleague directly, drawing on conflict management to give direct feedback and on emotional self-control to keep your reactivity at bay.

Adapted from “Emotional Intelligence Has 12 Elements. Which Do You Need to Work On?”
by Daniel Goleman and Richard E. Boyatzis

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Trevor Lee

tblee@ceo-worldwide.com

http://www.ceo-worldwide.com

@trevorblee

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Encourage Collaboration – Make It Easier


Collaboration takes time and resources. So if you want people to work together, you have to make it as easy as possible.

For example, you can use simple, off-the-shelf tools like Dropbox and Skype to help people share and communicate. (Be sure that any programs you use work seamlessly with your IT system.)

If some of your employees aren’t confident with the technology, pair them with someone who is. People are much more likely to adopt a new technology if they have someone they can turn to for help, rather than learning it on their own or relying on an IT hotline.

And for major collaboration projects, consider assigning co-leaders who can shoulder the administrative burdens.

Adapted from “How to Get People to Collaborate When You Don’t Control Their Salary,”
by Heidi K. Gardner

MIDDLE

Trevor Lee

tblee@ceo-worldwide.com

http://www.ceo-worldwide.com

@trevorblee

Earn Trust by Showing Trust


Most people do their best work when they know their manager trusts them. If they worry that you think they’re lazy, incapable of directing their behavior, or lack integrity, they’re unlikely to take feedback or coaching from you.

So go out of your way to gain your employees’ trust by demonstrating positive assumptions about them.

Give challenging assignments, with the clear and confident belief that your expectations will be met.

And don’t hide information, or assume people will mishandle it. Instead, promote transparency.

Try adding a “through the grapevine” agenda item to meetings as a fun, informal way for people to share company information they’ve heard, so you can either confirm or debunk the rumor. When managers demonstrate positive assumptions, employees respond in kind.

Adapted from “If Employees Don’t Trust You, It’s Up to You to Fix It,”
by Sue Bingham

TRUST 4

Trevor Lee

tblee@ceo-worldwide.com

http://www.ceo-worldwide.com

@trevorblee

PIF (PAY IT FORWARD)


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Problem

There is a lot of expertise in any organization. It often remains within the individual and rarely gets to benefit others in the peer group.

When newer Managers encounter difficulty, they usually don’t know whom to approach.

They are hesitant for various reasons but mainly out of fear of appearing dumb.

There is a need for an informal setup in the organization that promotes collaboration by encouraging the (expert) Managers to coach the (novice) Managers. An internal network if you will.

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Solution

Problems are a constant for any Manager – how does she solve them? She most often seeks the help of a peer or a senior Manager within the organization. What happens if the senior Manager has a problem?

She asks another one and so on via their internal network (of trust). All it takes to start such a network is for one Manager to help another. Reciprocating help then becomes the normal. In this way all the Managers in the organization will coalesce in a way that no formal roles or hierarchies will. The camaraderie between Managers will be infectious, thanks to this small gesture. It just takes one person to start the process – could that be you?

Practical Impact
• Increased goodwill between Managers within the organization
• Best Practices sharing by an informal network
• Problems get solved as quickly as they arise

Challenges

Bureaucracy is the biggest obstacle. As long as there is no sign of this being an official initiative, the network will become self-sustaining. It may take a while for it to evolve – but once established, it will be very effective in binding the whole management team to a common purpose.

First Steps

As C-suite leaders you should prompt, even start, such an initiative. Just watch it grow – it will be truly empowering both wide and deep within your organization.

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Trevor Lee

tblee@ceo-worldwide.com

http://www.ceo-worldwide.com

@trevorblee

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Executive Search & Interim Management since 2001
Connecting you with the best certified executive talent on the planet

Plan Your Post-Retirement Career


If you want to continue working in some capacity after you retire, you’ll have to do some planning. Start by asking yourself four questions:

  1. How much money do I need to earn? If a certain income is mandatory, this criterion needs to come first and will influence your other decisions.

  2. How much location independence do I want? If you have visions of balancing some work with a lot of travel, or if you’d like to spend winters in sunny climes, think carefully about how to cultivate a location-independent second act, such as a seasonal or internet-enabled job.

  3. How much change am I seeking? If you’d simply like to downshift in your current career, ask your manager about transitioning into a consultant role. A bolder change will require additional groundwork.

  4. How can I start test-driving my future career now? Experiment with some small side projects while you have the security of your regular income.

FUTURE 3

 

Adapted from “Planning Your Post-Retirement Career,” by Dorie Clark

Trevor Lee

http://www.ceo-worldwide.com

http://www.ep-i.net

@trevorblee

Executive Search & Interim Management 
Connecting you with the best certified executive talent on the planet

 

 

Become a Better Learner


Staying within your comfort zone is a good way to prepare for today but a terrible way to prepare for tomorrow.

To sustain success, you must develop the capacity for rapid, continuous learning. Enlisting a coach can be an invaluable way to do it. But if you don’t have a coach, ask some colleagues for feedback on how you performed on a recent task. Don’t get defensive when you hear their answers — remind yourself that you’re trying to learn new things. Then make time for reflection. Get into the habit of asking yourself questions like “What have I learned from this experience?” and “What turned out differently than I expected?”

Leaders who demonstrate and encourage reflection both learn more themselves and lay the foundation for higher levels of learning agility in their teams and organizations.

Adapted from “4 Ways to Become a Better Learner,” by Monique Valcour

Trevor Lee – EP International

http://www.ep-i.net

http://www.ceo-worldwide.com

@trevorblee

We provide C-suite services in the field of talent acquisition, development and retention.

CEOs Want More Training


Study:

Stanford Graduate School of Business and The Miles Group

A recent study has revealed that 78% of chief executives wish they were receiving coaching or leadership advice from external consultants.

HEAD WORKS

The study found that 43 percent of the 200 North American CEOs surveyed wanted help developing their conflict management skills. Board members also said their leaders required more training on delegating skills and mentoring “Nearly 100 percent of the CEOs in the survey responded that they enjoy the process of receiving leadership advice”, says David F Larcker, who led the team.

All of which begs the question – why aren’t they getting it. There is a huge reservoir of talented coaches and mentors eager to first listen and then suggest solutions to the myriad of issues facing these 21st C leaders.

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Curated by Trevor B. Lee  –  EP International

@TBLepi

We provide C-suite services in the field of talent acquisition, development and retention.
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