Posted in: Building Emotional Intelligence EQ | Saturday, September 1st, 2018
Fifty years ago a strong leader was typically perceived as a charismatic, tough individual with an autocratic leadership style. The words “emotional intelligence” are not likely to have appeared in the job description. Today’s workforce does not respond as well to autocratic leadership. In order to lead effectively, today’s leaders need to have a strong…
Posted in: Becoming a Better Leader, Want to take your leadership to the next level?, Building Emotional Intelligence EQ, Developing Leadership Influence, Coaching Your People | Tuesday, April 12th, 2016
Have you ever looked up to someone in the workforce for their unprecedented and flawless ability to engage, inspire and motivate others? Perhaps you’ve considered them a ‘natural-born leader,’ one who is gifted with the ability to ignite social change within the workplace? While we all have experienced this type of awe at one point…
Posted in: Building Emotional Intelligence EQ, Leading During Change or Transition | Monday, January 13th, 2014
Whether it’s a business, political organisation or disaster relief effort, leadership effectiveness can often be defined by the response to a crisis. Those leaders who have the ability to stay calm, composed and confident during a crisis, oversee a clear plan and inspire others to deliver on that plan will often prosper during and after…
Posted in: Want to take your leadership to the next level?, Building Emotional Intelligence EQ, Becoming a Better Leader Through Executive Development | Wednesday, December 12th, 2012
Authentic leaders demonstrate integrity and trustworthiness and put the organisation ahead of their personal agenda. There are two key steps to becoming an authentic leader.
Posted in: Want to take your leadership to the next level?, Building Emotional Intelligence EQ, Executive Coaching | Tuesday, November 13th, 2012
I get asked a lot by clients how to deal with challenging situations in relation to staff / manager performance or behaviour. Invariably the key foundation stone that makes change a strong possibility is honest dialogue delivered in a caring way, as opposed to a judgemental way.
Posted in: Building Emotional Intelligence EQ, Resolving Leadership Team Conflict | Tuesday, October 30th, 2012
When organisations have something significant they need to accomplish the behaviour of the leadership team is critical. If excessive energy is directed at internal infighting, politics or undermining behaviour, critical organisation objectives will be compromised. The CEO plays a key role in managing the leadership behaviours of senior people.
Posted in: Building Emotional Intelligence EQ, Developing Leadership Influence | Wednesday, June 6th, 2012
With many change management scenarios we see many man-hours being spent tuning the business and making changes, often before the key issues and catalysts for change have been clearly identified. Progress is often stalled due to lack of trust between key stakeholders. How do you keep change initiatives on track?
Posted in: Building Emotional Intelligence EQ, Resolving Leadership Team Conflict | Thursday, December 15th, 2011
When there is a need for a business to deliver on a big vision, strategy or goal, the energy of your people that can be harnessed towards that objective, is critical. Infighting, ongoing conflict or when people fundamentally don’t get on eat away at or waste that energy. This is a major cost in many businesses and affects more than just the people involved.
Posted in: Building Emotional Intelligence EQ | Thursday, June 23rd, 2011
The foundation of leadership is the ability to impact and influence staff and other stakeholders. This relates to the way they communicate and most of all it relies on their emotional intelligence or EQ. Being a good leader is not sufficient if their impact on other people leaves them feeling demotivated or disengaged.
Posted in: Building Emotional Intelligence EQ, Developing Leadership Influence | Thursday, April 28th, 2011
The ability to lead and to influence others to want to follow is developed through a raft of things including competence in the role and the ability to build and maintain the trust of your people. Developing trust and influence in a leadership role also requires emotional intelligence.
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