Search Inside Yourself, Part 2: Developing Emotional Intelligence Competencies for Effective Management
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This workshop will present a condensed version of The Search Inside Yourself (SIY) Manager Effectiveness Program, which utilizes science-based approaches to develop the emotional intelligence competencies that enable managers to communicate effectively, develop team members and navigate organizations successfully. Designed and tested with people managers at Google, the program teaches the key people skills needed to effectively lead teams and support individuals. Key areas of focus for managers include attention training, the science of neuroplasticity, self-awareness, self-regulation, empathy and leadership skills. These core attributes enable strong team leadership and effective management. The end result: sustainable high performance and productivity for people managers and their teams.
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Search Inside Yourself, Part 2: Developing Emotional Intelligence Competencies for Effective Management
- 2. Rich Fernandez Search Inside Yourself Leadership Institute Carrie Staller Search Inside Yourself Leadership Institute ! Search Inside Yourself, Part 2: Developing Emotional Intelligence Competencies for Effective Management #SB14sd
- 3. Google Confidential and Proprietary Cultivating Leadership Rich Fernandez, Ph.D. !Google People Development! !
- 4. Google Confidential and Proprietary Objectives Explore your own experience of leadership ! Discuss some ways that leadership has been defined ! Understand how to grow leadership capabilities
- 5. Google Confidential and Proprietary Your Experience of Leadership
- 6. Google Confidential and Proprietary Leadership development as a journey Think about the significant people, events & experiences that have shaped you as a leader and draw your path. Include the high points! and the lows… How have they shaped your values, outlook, and purpose?
- 7. Google Confidential and Proprietary Leadership: Values, outlook, purpose ! ! ! ! Halla Tomasdottir at TED Women
- 8. Google Confidential and Proprietary A VUCA World V olatile change happens rapidly and on a large scale ! U ncertain the future cannot be predicted with precision ! C omplex challenges are complicated by many factors ! A mbiguous little clarity on both problems and solutions Origin: U.S. Army War College
- 9. Google Confidential and Proprietary ! The world is becoming more turbulent faster than most organizations are becoming more resilient. ! - Gary Hamel, What Matters Now, 2012 7
- 10. Google Confidential and Proprietary 8
- 11. Google Confidential and Proprietary Complex and Adaptive Thinkers Needed Navigate complexity and ambiguity Agility Adaptability Boundary spanning Network thinking Self-aware Co-creators Center for Creative Leadership 2011 white paper “Future Trend in Leadership Development”
- 12. Google Confidential and Proprietary To Solve Wicked Problems Simple Problem problem and solution are known ! Complex Problem problem is know but solution is not ! Wicked Problem problem and solution are not known Richardson, Innovation X, 2010
- 13. Google Confidential and Proprietary ! ! leaders need to focus more on VERTICAL DEVELOPMENT Center for Creative Leadership 2011 white paper “Future Trend in Leadership Development” How?
- 14. Google Confidential and Proprietary The Leading Leadership Characteristic When 75 members of Stanford Graduate School of Business’s Advisory Council were asked to recommend the most important capability for leaders to develop, their answer was nearly unanimous: Self-awareness
- 15. Google Confidential and Proprietary Develop mindfulness and high-resolution awareness
- 16. Google Confidential and Proprietary Mindfulness Practices • Attention training ! ! • Visualization ! ! • Internal scan Focused attention Open awareness Empathy practice Compassion cultivation Creative visualization Breath awareness Body scan Walking mediation Standing meditation
- 17. Google Confidential and Proprietary Let’s try ! •Focused attention • breathe awareness • Your mind will wander (naturally) • Return to present •Open awareness • Noticing sensations as they arise • Choiceless awareness
- 18. Google Confidential and Proprietary Defining Leadership
- 19. Google Confidential and Proprietary Leadership vs. Management? ! What do the best leaders and managers do, in your experience? ! Please discuss at tables and report out.
- 20. Google Confidential and Proprietary Leadership vs. Management Leadership Management Ways of being Ways of doing Values, culture, beliefs Procedural competencies Doing the right thing Doing things right Strategy Tactics Ideas Facts Change Stability Questions Answers Focus on alternatives Focus on goals The ‘art’ of taking responsibility The science of having responsibility Concepts, personal interpretation Well defined best practices
- 21. Google Confidential and Proprietary Models of Leadership Three Classes of Theories: • Trait: Traits make the leader ! • Behavioral: Behaviors make the leader ! • Contingency: Based on the dynamic interaction of leaders and followers
- 22. Google Confidential and Proprietary Trait Theory example: Learning Agility Ability to deliver on a larger, more complex scale Drive / Enable Growth & Innovation Results Agility Deliver results time and again, while inspiring others to perform • Very flexible • Good in first time, new situations • Resourceful • Demonstrate drive and presence • Build high performing teams • Deliver strong results consistently • Have high standards Know themselves well and are able to handle people decisions quickly and defty !• Effective communicators • Agile transactors – politically adept • Effectively assess and develop talent • Have significant, notable presence – confidence without arrogance People Agility Critical thinkers who make fresh connections !• Intellectual bandwidth, rigor and agility to solve complex problems • Systemic and broad thinkers • Get to root causes • Highly inquisitive, investigative and resourceful problem solvers Experimenters who deal effectively with change • Naturally curious – like to test and innovate • Comfortable dealing with complexity/ambiguity • Personal courage to articulate a point of view • Accountable – willing to “take the heat” • Do not take things too personally Mental Agility Change Agility * De Meuse et al., 2008; Eichinger & Lombardo, 2004 Rate Yourself: 1 = very low 5 = average 10 = outstanding Discussion: How can you improve in areas where you have low-medium learning agility?
- 23. Google Confidential and Proprietary Behavioral Leadership example: Level 5 Leadership
- 24. Google Confidential and Proprietary Adaptation 22 “As evolutionary biologists have taught us, the more adapted (i.e., comfortable) you are in your current environment, the less likely it is that you’ll be adaptive to environmental changes.” ! David Maister (1997, p. 158)
- 25. Google Confidential and Proprietary 23 Contingency Theory example: Adaptive Leadership The Productive Zone of Disequilibrium
- 26. Google Confidential and Proprietary Adaptive Challenge clear authority optimize execution requires learning stakeholders experiments & smart risks problem & solution definition locus of work type of work Technical Problem vs Adaptive Leadership Principles
- 27. Google Confidential and Proprietary Properties of Adaptive challenges 1. The gap between aspirations & reality demands responses outside the repertoire. 2. Requires difficult learning. Losses often involve learning to refashion loyalties & develop new competencies. 3. The people with the problem are the problem, and they are the solution. 4. Problem solving responsibility shifts to the stakeholders. 5. Adaptive work requires a longer time frame than technical work: longer because it takes time to understand and frame the challenge, the work can’t be delegated, and it requires engaging all the stakeholders. 6. Adaptive work is experimental. Adapted from Leadership on the Line, Heifitz et al, 2002
- 28. Google Confidential and Proprietary Choose a leadership challenge • Relevant now • Requires leadership of you • Adaptive (vs. Technical) • You’re “stuck” (have tried to solve) • You are motivated to solve or improve the situation ! !
- 29. Google Confidential and Proprietary Your leadership challenge • Timing of the challenge • Key stakeholders • Actions you’ve taken • Previous successes and failures • Stakes ! adaptive
- 30. Google Confidential and Proprietary Leadership challenge questions What big work challenge are you facing that will require you to lead more effectively? When did you first realize it was an issue? Who are the major players? What are their conflicting perspectives and interests? What action have you taken or are thinking about taking in reference to the challenge? How well did each of these approaches work? What are your real stakes and interests? (Why do you care?) Are there any hidden issues? What makes this a hard problem to solve? What is the impact of this problem on your work? What is the impact of this problem on other people? What is the impact of this problem on your life outside of work? How would it look/feel if you had already solved the problem?
- 31. Google Confidential and Proprietary Developing Leadership
- 32. Google Confidential and Proprietary Making It Real: Improving leadership effectiveness “The only real training for leadership is leadership” - Anthony Jay
- 33. Google Confidential and Proprietary Crucibles of Leadership “Becoming a leader is not an orderly path. It is a fitful, often painful process that involves wrong turns and dead ends before great strides are made. Usually some transformative event or experience is central to finding one’s voice, learning how to engage others through shared meaning, and acquiring the other skills of leadership. Instead of simply enduring hard times, we have to seize every opportunity for transformation they afford.” –Warren Bennis Think of a crucible in your life, that has necessarily changed you as a person, and what impact it has had on you as a leader. Discuss with the person next to you.
- 34. Google Confidential and Proprietary Defining Moments of Leadership ! ! ! Captain Sully Sullenberger lands a plane on the Hudson River
- 35. Google Confidential and Proprietary 33 Discussion: How leaders develop* • On-the-job learning • Job Design/Rotation • Stretch Assignments • Action Learning ! • Multirater feedback & evaluation • Coaching by a skilled manager ! • Motivated self-development • Coursework ("Just in Time") DescendingValue ExperienceBased Development Feedback& Coaching Training *Adapted from the Center for Creative Leadership 18
- 36. Google Confidential and Proprietary The Five Agendas of a Leader Leadership RelationshipBusiness Personal Learning Leadership Agenda ▪Identify core values and principles ▪Set the tone for leadership ▪Demonstrate organizational savvy ▪Engage and inspire others Relationship Agenda ▪Establish positive working relationships with important stakeholders ▪Proactively network and build relationships to ensure long-term success Learning Agenda ▪Identify key strengths and weaknesses ▪Establish development plans to build capabilities where needed ▪Learn from experience Personal Agenda ▪Clarify life goals and values ▪Balance work life with family, health, and fitness, and other priorities ▪Maintain motivation and focus Business Agenda ▪Define strategic priorities ▪Understand and leverage key business drivers ▪Outline short-term and long-term action plans to accomplish significant results with speed and quality © PDI Ninth House..
- 37. Google Confidential and Proprietary How will you lead differently? ! VUCA & LOAR ! Relationship agenda Learning agenda Personal agenda Business/Function agenda ! Enhancing your leadership ! Leadership agenda Relationship agenda Learning agenda Personal agenda Business/Function agenda !
- 38. Google Confidential and Proprietary In Sum Be a student of leadership. ! Exercise leadership to develop leadership. ! Live your values. ! Be an example.
- 39. Google Confidential and Proprietary Additional readings/resources ! What Matters Now by Gary Hamel ! The Leadership Moment by Michael Useem ! The Leadership Challenge by Jim Kouzes and Larry Posner ! On Becoming a Leader by Warren Bennis ! Good to Great & Great by Choice by Jim Collins ! The Practice of Adaptive Leadership by Ronald Heifitz & Marty Linsky ! Becoming and Agile Leader by Victoria Swisher ! For Your Improvement by Michael Lombardo and Robert Eichinger ! ! ! !