The greatest barrier to daring leadership is not fear; the greatest barrier is armor, or how we self-protect when we’re in fear. This is Part I of a two-part series, where I unpack the most common types of armor, including being a knower versus being a learner, tapping out of hard conversation versus skilling up and leaning in, and using shame and blame to manage others versus using accountability and empathy. Join me for a conversation that includes real examples and actionable strategies about how we can dare to lead.
In July of 2017, what could have been the worst aviation accident in history was narrowly averted. An Air Canada pilot mistakenly lined up to land on a taxiway, instead of a parallel runway, at San Francisco International Airport. Four planes, fully fueled and loaded with passengers, were parked on the taxiway queued for take-off, facing the incoming aircraft.
In the heart-stopping audio recording of air traffic control conversations from that evening, an unidentified voice can be heard alerting the controllers to the plane’s location. “Where’s that guy going?” he asks. Then: “He’s on the taxiway.”
Dare to Lead™ – Braving Inventory
A GUIDE FOR GROUPS AND TEAMS.
One of the most useful applications of the Learning to Rise process is how we can use it when an organization, or a group within an organization, experiences a conflict or a failure or a fall. We call this the Story Rumble.
It can be challenging to lead a team you did not choose. What happens when styles, personalities, visions are not cohesive? This post will give you a path forward when you find yourself struggling with your team.
Typically, for a leader there are 4 behavioral options of how to distress the situation in the workplace:
Change: change what you can to improve the situation. The best sequence is to change first how you are thinking, then change what you are doing.
Accept: accept that the situation cannot be changed and learn to live with it. This may mean putting up with an incompetent coworker who does not do his/her job well. The only way to do it successfully is to give up a belief that the other person will change. It happens when you recognize that the situation cannot be easily changed without resentment.
Stay: stay in the situation as it is and continue to feel distressed. It is typical if you feel that leaving a job will be too damaging to you or the team. But it cannot go on indefinitely. So, inevitably, you will have to try other options like taking off, admitting defeat or leaving the situation.
Take off: admit defeat and walk away from the situation entirely.
Do you find yourself struggling with your team?
Why does Emotional intelligence (EI) matter? Because at the core of every outstanding leader are the abilities to connect, achieve, inspire and act with resilience.
“Emotional Intelligence is the ability to sense, understand, value and effectively apply the power of emotions as a source of human energy, information, trust, creativity and influence,”
– Daniel Goleman.
The ability to be perceptively in tune with yourself and your emotions, as well as having sound situational awareness can be a powerful tool for leading a team. Like Goleman said, no amount of smarts will make up for a lack of the ever-important emotional and social abilities, especially as part of the professional world. Not sure how to recognize this essential trait?
Here are 7 qualities that people with high EQ share:
1) Emotionally intelligent leaders know how to balance work and play;
2) They know their strengths and weaknesses;
3) They welcome change;
4) They are empathetic;
5) They are curious about others;
6) They are self-motivated;
7) They set boundaries and maintain them.
Emotional intelligence allows leaders to inspire but not push too hard, be strong but sensitive, and treat others fairly, but not enable.
Now you can learn to apply the best practices of an emotionally intelligent leader and give yourself a winning edge. Excel in the 26 Competencies that will make you and your team work together and maximize your differences.
Work place culture can help you achieve change and build organizations that thrive in even the most trying times.
Multipliers: How the Best Leaders Make Everyone Smarter
by Liz Wiseman
A must read for first-time managers to top CEO’s. Filled with stories and actionable steps to become a l Multiplier, a leader who can get more done with fewer resources, developing and attracting talent, and cultivating new ideas and energy to drive organizational change and innovation.
Do you have EQ? Find out just how emotionally Intelligent you are with this flowchart.
Learning to manage yourself is critical in effectively managing others. Take a look at the 26 Competencies of Social and Emotional Intelligence. Which ones do you excel in?