1 emotional intelligence and energy. 2 1. emotional intelligence 2. energy in networks

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Emotional Intelligence and Energy

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1. Emotional Intelligence

2. Energy in Networks

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Emotion Clouds and Sometimes Over-Rides Learning and Decision-Making…

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Primal LeadershipMood Matters.

•Individually: (Optimistic insurance agents more likely to persist).

•Relationally: Communications you give off affect others both physically (e.g., cardio) and mentally (e.g., info uptake).

Leader’s Moods.

•Greatest impact when up-beat, but must be in synch with others.

•Self Awareness. Be able to read your own emotions and know when they may be having a negative affect on you and others.

•Self Management. Control emotions so that you are acting in a reliable and adaptable way.

•Social Awareness. Core skill of intuition (reading politics, relational dynamics and others’ interests) and empathy (caring about others’ goals).

•Relational Management. Clear communication, awareness of and ability to dis-arm conflict and creation of personal connections.

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Core Attributes of Emotional Intelligence

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1. Emotional Intelligence

2. Energy in Networks

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A highly energized network within a consulting firm…

= Associate

= Associate Principal= Manager

Hierarchy

= Principal & Director

Question - “When you interact with this person, how does it affect your energy level?”

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Energy (and energizers) matters quite a bit when you start to think about it…

Energizers get more from those around them.• People are more engaged in a given conversation…

• …and are likely to devote discretionary time to these issues.

People tend to be more innovative and creative with energizers…and do not seek out de-energizers for information.

Energizers tend to win out in the internal labor market and with customers --- ability to inspire is critical.

Energy spills over into follow on interactions.• De-energizers can be deadly on this front.

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Reflect for a moment on your own experience. How would you characterize an “energizer”?

They are fullyengaged in

conversations

They seeopportunities

They are heedful

They aretrustworthy &have integrityThey do what they

say they will do

They connect with others as

people

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Of course energy has a dark side as well…

…we all seem to know people who can drain the life out of a group.

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Reflect for a moment on your own experience. How would you characterize a de-energizing person?

They oftendon’t come through on

commitments

They just getlouder when

people don’t listen

They don’t showconcern for those

around them

They are ofteninflexible in their

thinkingThey don’t createopportunities for

others’ to bevalued

They ALWAYSsee roadblocks or

have criticisms

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Is this person energizing? Why?

© Copyright IBM Corporation, 2002

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Energizers

See possibilities and engage others in a vision – either articulated or jointly crafted.

• Compelling can be a function of goals or similarity.• Being realistic keeps interactions from being overwhelming.

“He always sees only problems or reasons that we can’t do things a certain way. That gets old over time. Its not a single disagreement that kills you, it’s the personality behind it --- one that is constantly critical and non-generative.”

De-energizers

Keep the vision from happening. Byseeing roadblocks at every point thesepeople drain the life out of conversations.

People are energized in interactions when they are focused on a compelling vision.


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Energizers

Create room in interactions for people and note the positives. When they disagree, they:• Offer alternatives and disclose their own logic.• Separate the critique of the idea from person that offered it.

• Contribution can come in crafting the vision or understanding how you will contribute.

• But this is not about insincere affirmation or doing the “team thing”.

“I just couldn’t even get into the conversation. It was like she knew the answer already and we were just doing the team thing to come to the answer. And if anything wavered from that path it got put down. When I finally got into the conversation she just kind of glossed over my point and gave me a look like “Nice try, but…” and went on in another direction.”

De-energizers

They are not heedful and don’t createthe opportunity for people to contributemeaningfully.

People are energized in interactions where they can make a meaningful contribution.


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Energizers

They are not necessarily entertainers, but are fully present and engaged:• They use their expertise appropriately.• They are almost always trusted.

• Mental engagement and tracking allows for the “rush” of energy. • Physical presence signals and drives energy.

“Throughout the whole two hours he was furtively looking at his watch. It was irritating because it gave me a sense that he didn’t really care. But more than that I don’t think he even knew how obvious it was that he was just going through the motions. And of course this was after we put in a long week of travel to get this information.”

De-energizers

Allow their lack of interest in the idea or other person to come through.

People are energized in interactions where participants are fully engaged.


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Energizers

Drive to a goal, but are flexible in process and output.

• Don’t have to have solutions, but the problem can not be intractable.

“There is definitely nothing more de-energizing than spinning your wheels in a meeting…it is a waste of time which is precious these days, particularly in this work. But even if time weren’t scarce, it is not productive or creating anything. Energy, for me anyway, comes from feeling that you are making things happen --- or are going to.”

De-energizers

They tend to be either un-focused oroverly-focused.

People are energized in interactions marked by a sense of progress.


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Energizers

Allow this in large part based on integrity.• There is a consistency to who they are --- no suspicion of agendas.• They do what they say they are going to.

• Don’t have to like the task or even the other people.• Do have to let go and hope.

“I think when it really happens, when energy is really created, its more than the intellectual thing. To me its more than bantering back and forth no matter how interesting the ideas might be. Its when I let go of all the things that say “I’ve seen this before” or “You’re not going to fool me with that one.” Rather than looking for the problems and pitfalls you start to get caught up in the possibilities and this is both energizing and, I think, opens many new doors to possibilities because you are looking for them, hoping for them [emphasis from interviewee].”

People are energized in interactions when they allow themselves to be.


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Decision 1: Do you weave relationship development into work and day-to-day actions? Even when you feel swamped do you make the time to engage with others as people and not as means to an end?

Decision 2: In general, do you do what you say you are going to do --- can people trust that you will come through on commitments?


Decision 3. Do you address tough issues with integrity and/or sincerity? Do you allow political behavior to creep into decisions or interactions with others?

Decision 4: Are you cognitively and physically present and engaged in meetings or conversations with others? Even when you know the answer, are concerned about other issues or are just flat out bored do you show respect for others by being fully engaged?

Decisions That Affect Other’s Energy

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Decision 5. Do you focus too heavily on problems in interactions?

Decision 6. When you disagree with someone do you do so in such a way that focuses attention on the issue at hand and does not become intertwined with the value of that person’s contributions? Do you offer alternatives or simply critique others?


Decision 7. Are you ‘heedful’ of others in conversations or group meetings? Are you flexible in your thinking or do you force others to always come to your way of thinking?

Decision 8. Do you hold and use your own expertise in an appropriate fashion?

Decisions That Affect Other’s Energy

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High Performing Organization Course

•Team Learning and Dialogue

•Team Learning and Reflection

•Energy

•Communities of Practice & World Bank

•Customer Communities

•Assessing and Supporting Critical Informal Networks

•Personal Networks

•Organizational Memory and BP

•Enabling Technologies and Roles

•Competing in a Knowledge Based Economy.

•Knowledge Creation (Buckman & Chic)

•Knowledge Strategy (Accenture & McKinsey)

•Learning Tactics Inventory

•Emotional Intelligence

Strategy

Organizational Level

Work Team Communities & Networks

Individual Level

1 emotional intelligence and energy. 2 1. emotional intelligence 2. energy in networks

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