Reflections
on the Session
EI! EI! Oh! Until last year, that’s about as close as I had gotten to EI.
It was then that an inquiry from the Army caused me to do enough research to
incorporate EI concepts into a leadership development program that was built
around The Center For Creative Leadership’s capacities for leaders (see
below) and Rob Lebow’s Shared Values Model of Business and People Values.
- Self-Awareness
- Self-Confidence
- Ability to make a broad, systemic view
- Ability to work effectively in social systems
- Ability to think creatively
- Ability to learn from experience
What Fran did for me was affirm that EI is additive to practiced knowledge
and skills rather than counter intuitive or opposing. She expanded my view and
got me excited about the potential for EI. In particular the EI Competencies
and their level of presence in effective leaders will stick with me because it
supports the importance of personal skills rather than, as she put it, IQ
skills.
|
Empathy |
3 times greater |
|
Self-Confidence |
2 times greater |
|
Self-Control |
7 times greater |
|
Teamwork |
2.5 times greater |
|
Achievement Orientation |
2 times greater |
Great program! For me, a benchmark. Can’t wait until my copy of
"Primal Leadership" arrives.
Dave Finley
Program
Announcement
Business leaders who maintain that emotions are best kept out of the work
environment do so at their organizations’ peril. Theories on emotional
intelligence (EI) have radically altered common understanding of what
"being smart" entails. Frances Johnston, Ph.D., will present to
PRODN on Emotional Intelligence.
Focusing on the four domains of emotional intelligence--self-awareness,
self-management, social awareness, and relationship management—Dr. Johnston
will present what contributes to and detracts from resonant leadership, and
how the development of these four EI competencies spawns different leadership
styles. The best leaders maintain a style repertoire, switching easily between
"visionary," "coaching," "affiliative," and
"democratic," and making rare use of less effective
"pace-setting" and "commanding" styles. Join us for this
intriguing exploration.
Fran is co-Chair of the Teleos Leadership Institute. She works
collaboratively with clients to create effective processes and structures for
continual growth and ongoing development. The transfer of knowledge and skills
in managing change and resistance is a central theme in Fran’s approach. She
is a long-time network member of Elsie Y. Cross Associates, Inc and faculty of
the Organization and Systems Development Program of the Gestalt Institute of
Cleveland, where she teaches consultants and executives to facilitate complex
systems change. Formerly, with HayGroup Management Consultants and The Wharton
School of the University of Pennsylvania, her recent global clients include
Merck, Nike, Merrill Lynch, Unilever, SE Johnson, TAP Pharmaceuticals, and the
United Nations.
