Tag Archives: learning to lead

Effective Leadership and Emotional Intelligence (EI) Part 3

By TERRI RABICOFF
Scottsdale Leadership Class XIX

This is the third of a multi-article series discussing the relationship of leadership and emotional intelligence.

It is important to understand that emotional intelligence (EI) is not a contradiction of cognitive (IQ intelligence), or even a conflict of head over heart, but a distinctive intersection of both – head working with heart. When you look at EI without cognitive intelligence, or cognitive intelligence without EI, you only get part of the solution, creating a gap in human abilities that lies between head and heart – more technically stated, between cognition and emotion. EI competencies involve a certain amount of skill sets in the emotional domain, coupled with skill sets in the necessary cognitive domain of that ability. By incorporating emotions with intelligence, you add the human flair that would otherwise be missing.

While technical skills and acquired knowledge are important, especially in an individual’s early career development path, scaling to the higher rungs of the career ladder calls for the exceptional ability to manage and lead people. Based on research, individuals that possess high EI competencies not only know how to understand themselves and keep their emotions in check, they demonstrate an ability to understand and recognize the value of other’s perspectives.

Research indicates that a person’s intelligence quotient (IQ) and training account for 20 percent or less of the differentiation between a star performer and an ordinary employee.  The remaining 80 percent more or less is attributed to EI. Due to the enormous impact EI can have on leadership success, findings may necessitate a change in the methods organizations use to train and develop leaders; and in turn, the way leaders train and develop their followers.

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Community Service Decisions

By MICHAEL SEIDEN
Scottsdale Leadership Class 24

We all have our own reasons for getting involved in community service. Some have a passion for a particular cause, such as battered women. Others may have specific expertise that they want to share with a worthy organization. Some may want to have something that looks good on a resume. Still others may want to use community service to make business contacts.  In selecting what form your public service will take, it’s important to find the right fit between the organization’s expectations and your own.

For example, take the case of joining a not-for-profit organization’s Board of Directors. Directors roles can differ greatly from board to board. Some boards are strictly focused on raising money, setting expectations for directors’ direct contributions as well as their support for fund raising efforts. Other boards may require the directors to have specific business or other types of expertise to help support the management of the organization.

Time requirements are also a factor. One must be certain of how much time the organization expects its volunteers to donate and those time requirements must fit the individual’s lifestyle. While your boss may well support your community service, you don’t want him or her asking you when you’ll be able to find time for your “real job.” There are other factors, as well. Like any other good management decision, picking the right opportunity for community services requires investigation, analysis and a well thought out decision.

What is your reason for getting involved?

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A chance to Meet Harvey Mackay

By CHRIS IRISH
Scottsdale Leadership Executive Director

For many, Harvey Mackay is THE leadership guru.  I’ve always enjoyed reading his books and articles.  He’s smart and realistic, two qualities that I admire.  While his leadership advice is generally geared to a business environment, many of his concepts can also be applied to community leadership.

Mackay will be in town this weekend signing his new book “Use Your Head to get your Foot in the Door”.  All royalties will go to the Fresh Start Women’s Foundation – proof that Mackay is himself a good community steward!  You can meet Mackay on Saturday, 2/27 from noon – 6 p.m., Borders at the Biltmore, 2402 E. Camelback.

Maybe I’ll see you there!

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Turtle Leadership

By SUZANNE PAETZER
2009 Scottsdale Leadership Class Reporter

The Scottsdale Leadership Experience
This is the 10th of a 17 article series recapping Scottsdale Leadership’s nine-month Core Program. The program educates, connects and empowers citizens who are interested in community leadership.

Class 24 participated in another exciting Leadership Academy last Friday. The Leadership Academy’s mission is to illuminate ideas, provoke thought and stimulate dialogue to help class members cultivate their own leadership style. Class 24 focused on expanded leadership teamwork through a “turtle” exercise, led by Dr. Frances Mills-Yerger, Class 16, Workshops for Youth and Families. We were put into smaller teams and our assignment was to get our whole team across a massive flowing river using turtles (don’t worry, no turtles were harmed), and navigate leadership decisions to reach the other side.

To read the rest of Suzanne’s blog click here.

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Effective Leadership and Emotional Intelligence (EI) Part 2

By TERRI RABICOFF
Scottsdale Leadership Class XIX

This is the second of a multi-article series discussing the relationship of leadership and emotional intelligence.

He who knows others is learned. He who knows himself is wise.”
Lao Tse

Leaders need to know what makes everyone tick, starting with themselves. Many leaders do not often recognize, or take into consideration, the impact their behavior has on the very people they rely on for their success. Leaders must not only hold their employees fully accountable for “what” they do, they must hold those employees accountable for “how” they perform their work.  To do this, leaders must first be ready to take a straightforward look at themselves to make sure their behaviors are in line with their organization’s stated values, and that their leadership practices are supported by strong emotional intelligence competencies (self-awareness, social awareness, self-management & relationship management). This is essential if the leader is willing to build strong, long-lasting relationships and effective leadership.

Dealing with emotionally precarious situations in the workplace can become complicated, and leaders sometimes side step issues they should confront. When these difficult situations are compounded with inadequate communication skills, the end result can become extremely volatile.  The lack of ability to control emotions and display effective communication skills can lead to unsettled conflicts, low morale and diminished productivity. Effective management of employee frustration, anger and upset is critical to employee commitment, motivation and productivity, as well as to an organization’s overall health and profitability. The need exists to help leaders learn to use their emotions in a productive manner and, if necessary, to develop the needed skills for relating well with others.

The benefits of understanding how emotional intelligence competencies contribute to fostering strong leadership qualities for individuals and organizations has far reaching implications. “According to research conducted by Wilson Learning Corporation in Eden Prairie, MN, not only is there a direct correlation between employee satisfaction and job performance, but the biggest contributor to employee satisfaction — and thus productivity — is leadership” (Caudron, 1996, ¶ 3). Organizations can be instrumental in supporting this effort by identifying cultural and leadership principles that promote leadership supported by emotional intelligence.

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Economic Development: Do or Die!

By SUZANNE PAETZER
2009 Scottsdale Leadership Class Reporter

The Scottsdale Leadership Experience
This is the ninth of a 17 article series recapping Scottsdale Leadership’s nine-month Core Program. The program educates, connects and empowers citizens who are interested in community leadership.

What is Economic Development; How does it happen?
Scottsdale Leadership Class 24 members tackled this question on our last Topic Day. We examined it from a local, regional and state level…it was a fascinating day.

Economic development is a complex, multi-dimensional concept. Economic development is not possible without growth but growth is possible without development. Scottsdale is an established and resource-wealthy community. We’ve had many years of strong economic development. But in these tough economic times, it is important we have a clear economic development strategy.

To read the rest of Suzanne’s blog click here.

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Scottsdale Leadership and a Vision for Scottsdale

By MICHAEL SEIDEN
Scottsdale Leadership Class 24

The City of Scottsdale is viewed differently by various people.  There are those who view it as the “Beverly Hills” of Arizona. Others relish in the old established neighborhoods that flourished under the “Western Town” image of the 50’s through the 70’s.  Hikers enjoy walking through the beauty of the desert in the McDowell Mountain Preserve while the partiers love the weekend action at the Waterfront.  Scottsdale is the venue for exciting events such as the Barrett Jackson Auto Auction, the Arabian Horse Show and the Open at the TPC.  It is the home of world class resorts, an active local airport, a budding bio-tech incubator and one of the most successful shopping centers in the country, as well as a number of massage parlors and strip clubs.  It is considered the “fifth whitest city in the U.S.” but has led the way in promoting diversity.

This is Scottsdale today but what will the City be like tomorrow?  What is our vision for the future?  Scottsdale Leadership provides the city’s future leaders with a comprehensive view of most aspects of our city; the services that are provided to our citizens, the venues used for the exciting events that provide some of the revenue for those services, the historical locations that have served as foundations for the present, the inner workings of our government.  By putting together an understanding of how all of these pieces come together, we can work with the current leadership of Scottsdale to build a vision of the future.  That vision takes the city’s core values and defines what Scottsdale will look like five or ten years from now.

While learning about the city and developing their leadership skills, members of Scottsdale Leadership Class XXIV can contribute to Scottsdale’s future by addressing the following questions:

  • What are Scottsdale’s core values?
  • If we adhere to those core values now and into the future, what will Scottsdale look like five and ten years from now?
  • What specific things can we do as committed citizens to make that vision come about?

Visions become reality through dialogue and discussion.  What better place to have this dialogue and discussion than through Scottsdale Leadership?  This dialogue is open not only to members of Class XXIV but to alumni, as well.  It’s almost a certainty that there will be diverse views and not everyone will agree.  However, by submitting your ideas to this blog, we will have a compilation of how a group of creative and committed leaders view the future of their city.

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