1. Smile And the whole world smiles with you

2. Did you just smile? Think about how a simple picture, sent by someone you hardly know, of someone else’s kids, can affect you.

3. PRIMAL LEADERSHIP REALIZING THE POWER OF EMOTIONAL INTELLIGENCE DANIEL GOLEMAN RICHARD BOYATZIS ANNIE McKEE

4. PRIMAL LEADERSHIP This book is founded on the premise that a great leader is a resonant one who understands and can utilize their own emotional intelligence as well as those of their employees to help achieve success. This presentation will examine the underlying neurological explanations of emotions as well as the foundations of Emotional Intelligence (EI) and the relationship to six leadership styles.

5. PART ONE THE POWER OF EMOTIONAL INTELLIGENCE The Limbic System The limbic system is part of the body’s nervous system, including, but not limited to, the hippocampus, the hypothalamus, and the amygdala. Our emotions appear to be primarily controlled by this system.

6. The Hippocampus PART ONE THE POWER OF EMOTIONAL INTELLIGENCE Aids in converting memories from short to long-term. If the hippocampus is damaged, a person cannot build new memories, however, memories already stored as long-term remain intact.

7. PART ONE THE POWER OF EMOTIONAL INTELLIGENCE The Hypothalamus The hypothalamus is responsible for regulating many of the body’s physical components including one’s pulse, blood pressure, breathing, hunger, thirst, response to pain, levels of pleasure, arousal, sexual satisfaction, anger and aggressive behavior.

8. PART ONE THE POWER OF EMOTIONAL INTELLIGENCE The Amygdala It is believed that the function of the amygdala is to continually interpret stimuli and instruct the body how to respond. In scientific experiments, stimulating the amygdala electrically causes animals to respond with aggression. Conversely, removing the amygdala causes animals to become very tame and indifferent to stimuli that would have otherwise caused fear, rage and even sexual responses.

9. Interpersonal Limbic Regulation, The Open Loop, or Mirroring PART ONE THE POWER OF EMOTIONAL INTELLIGENCE Each person “transmits signals that can alter hormone levels, cardiovascular functions, sleep rhythms, even immune functions,” of others around them. Experiments show that after only 15 minutes of a conversation with someone, couples physiological profiles become extremely similar. Page 7

10. PART ONE THE POWER OF EMOTIONAL INTELLIGENCE When a simple glance, touch, or kind word has caused affectionate feelings to resonate. When a disagreement has caused unpleasant temperaments to escalate. Think about your relationships: Interpersonal Limbic Regulation, The Open Loop, or Mirroring

11. PART ONE THE POWER OF EMOTIONAL INTELLIGENCE Occurs not only in personal relationships, but in the office, the hospital, even on a place as seemingly impersonal as a bus,....... How do our bodies decide which limbic system has the most influence? Whose has the most influence? Interpersonal Limbic Regulation, The Open Loop, or Mirroring

12. PART ONE THE POWER OF EMOTIONAL INTELLIGENCE A study & the Yale University showed that “cheerfulness and warmth spread most easily, while irritability is less contagious and depression spreads hardly at all” P.L. Page 10 For every 1% increase in climate, there is a 2% increase in revenue Relationships as the context for learning:Kathy E. Kram, “A Relationational Approach to Career Development,” in The Career is Dead-Long Live the Career, ed. Douglas T. Hall (San Francisco:Jossey-Bass, 1996) Interpersonal Limbic Regulation applied to Commerce

13. PART ONE THE POWER OF EMOTIONAL INTELLIGENCE If climate drives business results, what drives climate? Roughly 50 to 70 percent of how employees perceive their organization’s climate can be traced to the actions of one person: The leader. P.L. Pg. 18

14. PART ONE THE POWER OF EMOTIONAL INTELLIGENCE Since the leader greatly influences the climate of an organization, we will next examine how leaders handle themselves and their relationships: Emotional Intelligence P.L. pg 6

15. PART ONE THE POWER OF EMOTIONAL INTELLIGENCE The 4 dimensions of Emotional Intelligence Personal Competencies Social Competencies

16. PART ONE THE POWER OF EMOTIONAL INTELLIGENCE Self Awareness Emotional Self-Awareness: Reading one’s own emotions and recognizing their impact; using ‘gut sense’ to guide decisions Accurate Self-Assessment: Knowing one’s strengths and limits Self-Confidence: A sound sense of one’s self-worth and capabilities

17. PART ONE THE POWER OF EMOTIONAL INTELLIGENCE Self-Management Emotional Self-Control: Keeping disruptive emotions and impulses under control Transparency: Displaying honesty and integrity; trustworthiness Adaptability: Flexibility in adapting to changing situations or overcoming obstacles Achievement: The drive to improve performance to meet inner standards of excellence Initiative: Readiness to act and seize opportunities Optimism: Seeing the upside in events

18. PART ONE THE POWER OF EMOTIONAL INTELLIGENCE Social Awareness Empathy: Sensing others’ emotions, understanding their perspective, and taking active interest in their concerns Organizational Awareness: reading the currents, decision networks, and politics at the organizational level Service: Recognizing and meeting follower, client, or customer needs

19. PART ONE THE POWER OF EMOTIONAL INTELLIGENCE Relationship Management Inspirational Leadership: Guiding and motivating with a compelling vision Influence: Wielding a range of tactics for persuasion Developing others: Bolstering others’ abilities through feedback and guidance Change Catalyst: Initiating, managing, and leading in a new direction Conflict Management: Resolving disagreements Building Bonds: Cultivating and maintaining a web of relationships Teamwork and Collaboration: Cooperation and team building

20. PART ONE THE POWER OF EMOTIONAL INTELLIGENCE “People join companies and leave managers” Marcus Buckingham, Gallup Organization

21. PART ONE THE POWER OF EMOTIONAL INTELLIGENCE Resonant Visionary Coaching Affiliative Democratic Leadership Styles Dissonant Pacesetting Commanding

22. PART ONE THE POWER OF EMOTIONAL INTELLIGENCE Dissonant Leadership Dissonant Leaders lack empathy and transmit emotional tones that resound most often in a negative register. These leaders are out of touch with the feelings of the people they are working with. They fail to empathize with, or to read the emotions of, a a group accurately

23. PART ONE THE POWER OF EMOTIONAL INTELLIGENCE Dissonant Leadership Office Episode

24. PART ONE THE POWER OF EMOTIONAL INTELLIGENCE Dissonant Leadership Dissonant Leaders may take many forms –outwardly abusive –passive aggressive –polished yet insincere, manipulative leaders who don’t hold the necessary values for the team. Dissonant leaders may seem effective in the short run (get a promotion) but the toxicity they leave behind belies their apparent success; cynicism, distrust and resentment remains.

25. PART ONE THE POWER OF EMOTIONAL INTELLIGENCE Emotional Hijacking When the amygdala’s impulse is acted upon, an emotional hijack ensues. “Negative Emotions – especially chronic anger, anxiety, or a sense of futility – powerfully disrupt work, hijacking attention from the task at hand” Heart Rates can leap 20-30 beats per minute Stress Hormones are released – and continue to travel throughout the body for many hours. People are less emotionally intelligent when they are upset: They have trouble reading emotions accurately in other people. Page 13

26. PART ONE THE POWER OF EMOTIONAL INTELLIGENCE Resonant Leadership When the leader is attune to the group and resonating the emotions of those around him. They are on the same wavelength. Recognized by a group of followers who vibrate with the leader’s upbeat and enthusiastic energy. Resonant Leadership is accomplished by interweaving intellect & emotions – Emotional Intelligence (EI)

27. PART ONE THE POWER OF EMOTIONAL INTELLIGENCE The visionary gives people a common, shared goal. Since the visionary leader shares the same beliefs as to where a company is going, their beliefs resonate. Empathy is the most important competency of a visionary leader. Visionary

28. PART ONE THE POWER OF EMOTIONAL INTELLIGENCE Coaching focuses on personal development rather than on accomplishing tasks. Since the result is almost always a positive emotional response, leaders establish rapport and trust. Coaching is most productive with motivated employees as well as those who want professional development. The Coach is usually very self-aware and empathetic. The EI competence is: developing others. Coaching

29. PART ONE THE POWER OF EMOTIONAL INTELLIGENCE The Affiliative Leader shares emotions openly and often values people and their feelings more than the tasks or objectives. They strive to keep people happy, to create harmony, and build team resonance. An affiliative leader is also very empathetic. Affiliative

30. PART ONE THE POWER OF EMOTIONAL INTELLIGENCE The Democratic Leader takes the time to listen to ideas from the employees. The leader relies on teamwork and collaboration, conflict management, and influence. Because democratic leaders listen & understand, they are empathetic. Democratic

31. PART ONE THE POWER OF EMOTIONAL INTELLIGENCE The Pacesetting Leader is someone who expects excellence and exemplifies it. The pacesetting leader must also include other EI competencies such as self-awareness, empathy or they will fail. Pacesetting

32. PART ONE THE POWER OF EMOTIONAL INTELLIGENCE The commanding leader expects subordinates to immediately comply with all orders but does not bother to explain the reasons behind them. If subordinates fail to follow their orders unquestioningly, these leaders resort to threats. This type of leader keeps tight control of any situation and gives feedback immediately – when something is not done correctly. A commanding style can be used effectively in a crisis situation This style also works when a leader attacked an object, rather than a person. Commanding

33. PART ONE THE POWER OF EMOTIONAL INTELLIGENCE How do we use Emotional Intelligence to Lead Bowling Alone, Ohio to become the town it inspires to be? Create Great Leaders Build Great Organizations