the emotional economy – more from the leadership workshop
What are the dominant moods in our emotional economy?
Who are the biggest contributors and drains?
Lack of relational intelligence. Influence and relationship are inseparably linked – be wise as serpents, gentle as doves.
Please listen
Involve me – people’s deepest values require involvement
Some assembly is required – people are never easy to assemble / building community
Out of focus – people drift
Stagnation is when we are busy but not productive, a self – serving experience, loss of values
Inspire me
The human spirit cries out to be inspired. Encourage me. Motivate me.
Great managers want to see people as an end in themselves.
Find out what is unique and capitalise on it.
Release innate talent.
Interdependency / team I value you because you do things I can’t do. There is no ‘I’ in team, but there is in win.
Know about a person and their strengths and weaknesses. It is said that the best way to grow is to fix your weaknesses. No! You will grow the most out of your strengths and talents.
Triggers – can shut people down
- Time with the boss
- Independence
- Audience – peers, boss, technical competence, customers
Style of Learning
- Some learn by analysing before performance – hate mistakes
- Doer – throw them in to a new situation and they learn during performance
- Watching – imitator ride shotgun with an employee and soak it up
Nurture talent – go out and watch – pay attention
What was your best day at work in the last 3 months? What were you doing? How can you repeat it?
What was your worst?
What was the best manager relationship you ever had?
What was the best recognition you ever had?
When in your career did you learn the most?
Don’t tell them to downplay their dreams. The challenge of life is to become more and more of who you are.
Leaders traffic in the unknown
The manager is the catalyst
The leader is the alchemist who turns the fear of the unknown into confidence in the future.
Be clear. Anxiety is the antidote of clarity.
If your growth exceeds your ability to have enough fantastic people you will fail. Do we have all of our key seats filled with fantastic people?
Visionary companies survive because they have a reason to endure the struggle.
A purpose beyond money and success
A purpose noted in their core values
What is your questions to statement ratio and can you double it in the next year?