Part II: Making Leaders 1

What are some of the core values that are important to you? 2

Last Week Recap: The Power of Emotional Intelligence The Power of Emotional Intelligence The Four Dimensions of EI The Four Dimensions of EI The Six Leadership Styles The Six Leadership Styles 3

Today We Will Examine Developing Emotional Bonds Developing Emotional Bonds Collaboration with others Collaboration with others Self-Assessment Self-Assessment Effective Communicator Effective Communicator Ability to Motivate others to Change or Take Action Ability to Motivate others to Change or Take Action 4

A Resonant Leader The positive channeling of emotions that empowers people to be top performers is called resonance.

The Last Lecture by Randy Pausch What wisdom would you impart to the world if you knew it was your last chance?

Instructions: Select a leader that your feel use emotional intelligence in their leadership style….This person may be dead or alive….he or she may be in or outside your organization/institution, or a CEO of a corporation, a prime minister, religious leader, King or queen, humanitarian, politician, athlete, educator or historian. This person may or may not been from the U.S. My Nomination is ….. 7

The information vacuum around a leader created when people withhold important (and usually unpleasant) information. 8

Why are leaders denied accurate information about vital matters? 9

Self-Directed Learning The Five Step Discovery Towards Learning Leadership Skills The Five Step Discovery Towards Learning Leadership Skills 10

The First Discovery My ideal self – Who do I want to be? 11 ‘A leader is a dealer in hope.’ (p. 121)

The Second Discovery My Real Self – Who am I? What are my strengths and gaps? 12 ’Leaders understand that they need a full range of information to perform better whether or not that information feels good to hear.’ (p. 133).

You are a fairly new top employee of USA Community College, but you have come to the institution with considerable experience. You are a hardworking professional with a lot of self- motivation, determination and drive. You thrive in an environment where your manager tells you what needs to be done and then lets you do it. In your present position you must work with a more seasoned co-worker whose behavior is less than friendly. The head of the department has asked this person to shadow and mentor you. You are anxious to do a good job and realize that your co-worker has a great deal of knowledge and experience, yet is unwilling to share that information. You pride yourself on getting along with everyone, and you are always willing listen and learn. When something goes wrong, your co-worker places the blame on you. You, however, believe you are not at fault because when the mistake happened because your co-worker withheld valuable information. 13

In order to learn your job, you need to develop and maintain a good relationship with this person. During a recent meeting, the co-worker interrupts you and offers statistics and other data in support of the point he/she is trying to make. The co-worker asks you, if you are familiar with the source he/she is referring to (which you are not) and then proceeds to elaborate on this information. The co-worker seems to be using this meeting as an opportunity to do some ‘grandstanding’ in front of the department head. You sense that this person is competitive, territorial and is deliberately doing things to keep you from being successful. 14

What would you do? Take a moment to reflect and assess the nature of this dilemma. You have been tapped by the institution for counsel. You remembered reading Primal Leadership and studying emotional intelligence during Jim’s class in your doctoral program. What overall advice and leadership feedback would you provide for the new employee, or the co-worker or the head of the department or the institution? 15

The Third Discovery My Learning Agenda– How can I build on my strengths while reducing my gaps? 16 ‘ Goals should build on one’s strength’s not on one’s weaknesses’ p. 144

The Fourth Discovery Experimenting with and practicing new behaviors, thoughts, and feelings to the point of mastery. 17 ‘The more time you put in practicing, then, the greater the payoff.’ p. 160

The Fifth Discovery Developing supportive and trusting relationships that make change possible. 18 ‘Cultivating special relationships, those whose sole purpose is to help you along your path, is crucial to continuing development ‘(p. 164).

How the Brain Matters? The Key to Learning Lies in the Brain. 19

“We cannot change the cards we are dealt, just how we play the hand.” --Randy Pausch 20 Inspirational Change Quote

Thank You & Good Night!