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Welcome to the Leadership Climb:
A Self Coaching Journey to Leadership Maturity
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May Leadership Maturity Theme:
Emotional Intelligence
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Leaders with Emotional Intelligence have developed a combination of self-awareness, self- management, social awareness, and relationship management that allows them to effectively identify and manage their own emotions and the emotions of others to enhance relationships and leadership effectiveness.
To explore more of our resources on Emotional Intelligence, click here.
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There are a few things you can do to get the most benefit from your self-coaching. We recommend recording your answers to assessment below in a designated "Leadership Climb Self Coaching" journal or notebook. Your review and reflection on your answers now and in the future will be key to your continued growth.
This is a reflective assessment. The answers provide a qualitative, rather than quantitative, analysis. Feel free to choose one or more of the following areas to investigate over the next 4 weeks.
EQ is a combination of self-awareness, emotional self-management, social awareness and relationship management. Given that each of these components is equally important, we want to take the time to investigate them thoroughly by focusing on it in both April and May. April will focus internally on self-awareness and emotional self-management, while May will focus externally on social awareness and relationship management
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Social-Awareness &
Relationship-Management
Social-awareness allows you to accurately read situations and people because you are able to understand and empathize with their emotions. As you begin to focus on others emotions, you will be more successful in building and managing productive and healthy relationships
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As you begin to assess your own Emotional Intelligence, we invite you to explore other thought leaders on the subject:
We like to think we can read people like a book, relying mostly on tell-tale facial expressions that give away the emotions inside: the way the brows lift slightly with alarm, or the crow’s feet that crinkle with a wide smile. But when it comes to the strongest emotions, we read much less from facial expressions than we think we do. In fact, even though we believe it’s the face that tells the story, we’re typically reading something very different: body language and social cues.
A few weeks ago, I came across a bumper sticker that said: "I am not good at empathy. Will you settle for sarcasm?" The humor in the bumper sticker led me to think of the slight unease or self-conscious discomfort that many people feel when a term such as "empathy" is introduced in a business environment. Notions of "touchy-feely," spring to mind.
Katharine, a senior HR executive at a global financial services firm, takes pride in developing rising stars. After a vice president on one of her teams consistently impressed her, she recommended him for a more challenging role in another part of the company. Months later Katharine heard through the grapevine that he was struggling in the job. She asked to meet with him. “You know we’re in this together, right?” she said. “I put my reputation on the line, but I have no idea how you’re performing and whether you need help or air cover.” He promised to keep her in the loop, but communication dropped off again. Katharine realized that his commitment to the firm, and to her, had waned. She met with him once more and told him she could no longer be his sponsor.
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Self Coaching Assessment:
Social- Awareness
1. When in a conversation, how often do I find myself aware of the person's verbal and/or non-verbal cues to their emotions (body language, facial expression, tone, speed)?
2. How often do I imagine myself in "other people's shoes"?
3. Do I find other people's emotions or reactions to challenges disruptive or unimportant to the issue at hand? What ways do I feel like I can balance productivity and sympathy?
4. How often do I feel like I have a good read on the "pulse of the office"? What ways am I fostering that knowledge?
5. Do I know what people's roles are in my organization? Who to talk to for getting things done? Who is most influential? Who are the rising stars?
Relationship- Management
1. What are some key relationships in your career or organization? Are they strong and healthy?
2. What are some key relationships that you should develop to improve some area of your career or goals?
3. Do relationships with other co-workers that have common goals? How healthy and productive are those relationships?
4. Name 3 healthy and productive relationships that you currently have. Name 3 unhealthy and toxic relationships. What common attributes are you seeing in each of them?
5. How often are you thinking strategically about the relationships that you have and those that you need to develop?
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MSBCOACH Leadership Maturity Model
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Depending on whether you (or your team member) are at the executive, mid-manager level, supervisory, entry, new to organization or new to role level, there are core competencies that are necessary for successful progression on the Leadership Climb.
The leadership competencies as defined in our MSBCOACH Leadership Maturity Model create the backbone of our coaching, training and the we work we do everyday.
Learn more here...
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