Becoming a Resonant Leader Annie McKee, Ph.D. Founder, Teleos Leadership Institute Adjunct Professor, Graduate School of Education University of Pennsylvania [email protected] © Annie McKee, Richard Boyatzis, Frances Johnston Becoming.

Report
Becoming a
Resonant Leader
Annie McKee, Ph.D.
Founder, Teleos Leadership Institute
Adjunct Professor,
Graduate School of Education
University of Pennsylvania
[email protected]
© Annie McKee, Richard Boyatzis, Frances Johnston
Becoming a Resonant Leader, 2008
The greatest change in
human history?
2
Great leaders move us
to find meaning in
change.
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4
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Who Helped Me?
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Our Challenge Today
Unleash the best in ourselves and others…
Counter unproductive emotions and create a culture
that is ripe with inspiration, creativity, and challenge,
Foster hope.
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How can you move people
to embrace the future with
energy, creativity and
optimism?
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Great Leaders
Are emotionally intelligent
Are complete human beings:
Mind, Body, Heart, and Spirit
Great leaders create resonance
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The wisdom of
resonant leadership
lies within you.
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Resonant leadership
is common sense,
not common practice.
Why?
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We operate on
false assumptions about what
it means to be a great leader.
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Leadership Myths and the Truth
Intellect is enough
Emotional intelligence makes
the difference.
Your mood does not matter
Emotions are contagious.
Great leaders are tough
enough to take constant
pressure
No one can sustain constant
sacrifice. You need renewal
too!
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Myth 1: Intellect is Enough
Intellectual Capability (IQ)
Threshold Competencies
Emotional Intelligence (EI)
The Differentiating Factor
Only one cognitive ability
− pattern recognition −
differentiated outstanding
leaders
85-90% of the difference
between outstanding and
average leaders is linked
to Emotional Intelligence
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The Essence of Emotional Intelligence
I. Understanding Self
II. Managing Self
Personal
Competencies
III. Understanding Others
IV. Managing Relationships
Social
Competencies
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Social
Awareness
 Emotional
Self-Awareness
SelfAwareness
 Positive
Outlook
 Achievement
Orientation
 Adaptability
 Emotional
Self-Control
 Empathy
 Organizational
Awareness
Relationship
Management
SelfManagement
 Inspirational
Leadership
 Teamwork
 Coach and Mentor
 Influence
 Conflict
Management
Conclusive Research: EI Matters
An analysis of more than 300 top-level executives from
fifteen global companies showed that six emotional competencies
distinguished stars from the average: influence, team leadership,
organizational awareness, self-confidence, achievement drive and
leadership.
The primary causes of derailment in executives involve
deficits in three primary emotional competencies: difficulty in
handling change, not being able to work well in a team and poor
interpersonal relations.
Optimism leads to increased productivity. New sales
managers who scored high on a test of “learned optimism” sold 37
percent more in their first two years than pessimists.
Spencer, L. M., Jr. , & Spencer, S. (1993). Competence at work: Models for superior performance. New York: John
Wiley and Sons. Center for Creative Leadership study: Leadership Quarterly, 10(2): 145-179.
Consortium Benchmarking Study (2000). “Developing Leaders at All. Levels.” Seligman, M. E. P. (1990). Learned
optimism. New York: Knopf.
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Today
The need for emotionally competent leadership
increases as organizations become more…
Networked
Lean and Flat
Flexible/Responsive
Global
Diverse
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At My Best
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EI, Resonant Leadership and Organizational Culture
emotions are aroused – creating an
exciting, engaging, fulfilling place to be!
Positive
People
are encouraged to lead and contribute
at all levels
Leaders
develop the best in themselves and
others
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How do the best companies to work for
maintain an edge in today’s environment?
Leadership and Culture!
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Myth 2: Emotions Don’t Matter
We feel before we
think and emotions
are contagious!
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Resonance is contagious…
and so is dissonance.
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Emotion and Effectiveness
Positive Emotional Attractor
Negative Emotional Attractor
Hope
Fear
Joy
Anger
Compassion
Resentment
Excitement
Stress
and Challenge
and anxiety
Calm
Impatience
Safety
Mistrust
Growth
and learning
and jealousy
Forced
Compliance
Love
Hate
Respect
Disdain
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Dissonant Leaders are Dangerous
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What do Toxic Bosses do to YOU?
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Stop Being a Victim!
The minute you become a victim
you cease to be a leader.
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Resonance or Dissonance: Your Choice
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But Even the Best of Us…
…slip into dissonance. Despite our good
intentions, we become toxic, spreading
dissent and resentment among our people. We
make excuses, blame others, point to “Them”
as the cause…
WHY?
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Myth 3: We’re Not Unstoppable
Over time and unchecked, the physical
and emotional toll of leadership limits
our ability to sustain high performance
and resonance.
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Power
Stress
Crisis
Self-control
Good
Leadership
Physical &
Emotional
Toll
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Power Stress
Losing touch with core values
Burnout
 Depression
 Stomach ulcers, high blood pressure, higher risk of
stroke or heart attack
Decreased immune system functioning
Less effective at work
Family problems
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Fundamental Question
How can great leaders sustain their
effectiveness over time despite the
effects of chronic power stress?
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Cycle of Sacrifice and Renewal
Mindfulness
Hope
Compassion
Resonant
Relationships
Effective
Leadership
Renewal
Sacrifice
Syndrome
Threats
Sustainable,
Effective
Leadership
Crises
Ineffective or
Non-Sustainable
Leadership
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Mindfulness
Awake, aware, attending and attuned – to
ourselves, to other people and to the world around
us. People who cultivate mindfulness have more
cognitive flexibility, creativity, access to personal
wisdom and experience, and problem solving skills.
What do you do daily to practice mindfulness?
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Hope
Optimism
An image of a better and feasible future
The belief that we can make it happen
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Lead Consciously
Give people hope and show that you care…
They will follow you with enthusiasm and
passion and will share the best of themselves
with you, the team and the organization.
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Find your dream.
Bring it to life at work and at home.
Practice Intentional Change.
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BE THE CHANGE
YOU WANT TO SEE
Gandhi
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