The following is a guest piece by John Rampton on behalf of The Economist Executive Education Navigator.
When Daniel Goleman released “Emotional Intelligence” in 1995, did anyone think that this best-selling book would transform the role of leadership?
After selling more than 5,000,000 copies and being dubbed “a revolutionary, paradigm-shattering idea” by the Harvard Business Review, it’s clear that Goleman struck a chord with business leaders. But, is it possible to create emotionally intelligent teams?
In their landmark research findings published in “Building the Emotional Intelligence of Groups”, Vanessa Urch Druskat and Steven B. Wolff assert that emotional intelligence underlies the effective processes of successful teams and that such resulting processes cannot be imitated; they must originate from genuine emotional intelligence at the team level.
Druskat and Wolff use the following analogy to back-up their point: “a piano student can be taught to play Minuet in G, but he won’t become a modern-day Bach without knowing music theory and being able to play with heart.”
While creating successful teams isn’t as simple as mimicking the processes of emotionally intelligent groups of people, what you can do is create the necessary conditions in which team members can develop their emotional intelligence. Those three conditions are: trust among members, a sense of group identity and a sense of group efficacy.
Here are the seven things you can do to foster these three conditions that constitute emotionally intelligent teams: Click here to continue reading »”7 Steps To Foster Emotional Intelligence In Your Team”
The following is a guest piece by HBR columnist (and fellow Canadian) Liane Davey.
I am a strong believer that the scarcity of high performing teams is due to our inability and unwillingness to engage in productive conflict. Often, the problem is too little conflict: teams filled with passive-aggressive members who would rather take their gripes underground. Sometimes, the problem is a dysfunctional or even vicious group who spend all their energy going back and forth instead of moving forward.
So if no conflict is a sure path to oblivion, but too much conflict is equally risky, how do we avoid going from ditch to ditch and instead find a path to productive conflict somewhere in the middle? The secret lies in changing your assumptions.
First, let’s start with a little experiment. Imagine the person on your team who rubs you the wrong way. This is someone you just don’t see eye-to-eye with. Somehow all of your interactions with this person are tense and uncomfortable—even over the most innocuous thing. Can you picture that person? Now I want you to imagine receiving this email from them… Click here to continue reading »”The Secret To Better Conflict”
As we welcome the arrival of a New Year, many of us are naturally filled with hope and excitement about the possibilities and opportunities for growth, change and success over the upcoming 12 months.
The beginning of a new year is also an excellent opportunity for reflection; of contemplating where we’ve been and where we could be. From that perspective, I’d like to share with you some of the leadership insights I’ve written about over the past 52 weeks, not just as a reminder of the lessons that were shared, but also so we can contemplate how we might apply them going forward.
Instead of a list of articles, though, I’d like to share a quote from ten of the most shared and commented pieces I wrote for my blog this past year, along with a link back to that piece if you’d like to learn more about that topic.
In this way, I hope to inspire you to celebrate your accomplishments of the past year in leading your team and organization, as well as to encourage you to find opportunities to become the kind of leader your employees need you to be. The kind of leader who will not only help them to succeed and thrive, but one where you will also find a sense of purpose and fulfilment in what you do.
So here now are my quotes from the top 10 leadership pieces I wrote from 2013, as selected by you, the readers of my blog:
The key to building a thriving organization:
“In our pursuit to create meaning through our shared efforts, we need to ensure that we’re creating value not just for our customers or shareholders, but also for our employees, if not also for the community in which we operate … we have to make sure we’re creating and communicating Click here to continue reading »”A Look Back At My Top 10 Leadership Insights From 2013″
How can we resolve conflicts in the workplace? That was the focus of the interview I did with National Post columnist Steve Cunningham as part of his company’s series of interviews with thought leaders and experts from various industries and disciplines.
Over the course of our conversation, I shared with Steve a number of actionable steps employees can take to resolve conflicts they might have with their colleagues or team mates. At one point, though, we also touched briefly on what leaders can do to help address conflicts that can adversely impact team progress and cohesion.
Although it’s important for employees to understand how to manage and resolve conflicts for themselves, there are measures that leaders can take in order to provide the kind of guidance and environment that will ensure that conflicts don’t impair their team’s ability to collaborate and communicate effectively.
With this in mind, here are four steps that leaders should take to create an environment where employees can successfully resolve conflicts in the workplace:
1. Remind employees that conflict is only negative if we tear each other down
When it comes to conflict, there’s a understandable tendency to view it negatively in large part due to our past experiences where we might have lost influence or authority, felt disrespected, or not heard by the other party.
However, there’s another reason behind this tendency to view conflict negatively that has to do with how our brains operate. Click here to continue reading »”How Leaders Create The Right Environment To Resolve Team Conflicts”
Over the past few months, there’s been a number of thought leaders and CEOs who’ve found themselves embroiled in a heated controversy as a result of expressing their opinions on various sociopolitical issues. Regardless of the topic, in every situation there was a polarization of distinct groups around the issue, with each side clearly determined to vilify the other in the hopes of amassing the most public support, if not attention in the media and online social channels.
As a result of these controversies and debates, some pundits have been pushing the idea that CEOs and other leaders should refrain from sharing their opinions on any issue and instead, limit their focus or attention to matters that impact their organization’s bottom line.
But is this really the best way for leaders to guide their organizations which employ a growing multicultural, multi-ethnic makeup thanks to shifting demographics, not to mention communication technologies that allow for collaborative efforts to stretch past conventional geographical boundaries?
If organizational leaders are expected to keep silent on issues that matter to them, what is the example they present to those they lead who may have a divergent opinion to those they work with? How can organizations use the diversity of thought and opinion that so many recognize as being key to our ability to innovate and grow if our employees don’t feel comfortable expressing that diversity?
Of course, this doesn’t mean a free-for-all, anything-goes attitude. Rather, what it means is Click here to continue reading »”3 Keys To Successfully Leading Today’s Evolving Workplaces”