Leadership Communication for Leadership Communication for Authentic Colleague EngagementAuthentic Colleague Engagement____________________________________________________

March 7, 2008March 7, 2008CCI/CCM Symposium on Colleague EngagementCCI/CCM Symposium on Colleague Engagement

Judi GlovaJudi GlovaAdjunct Trainer for CCL Adjunct Trainer for CCL

andandPresidentPresident

Copyright 2008

““You can’t You can’t fakefake authenticity!” authenticity!”

Changing Nature of LeadershipChanging Nature of LeadershipCCL StudyCCL Study

2002 and 2006 data2002 and 2006 data Executives to first level managementExecutives to first level management US, Europe, AsiaUS, Europe, Asia Employers with 100 to more than 10,000 Employers with 100 to more than 10,000

employeesemployees Males: 60%, Females: 28% (some Males: 60%, Females: 28% (some

unspecified)unspecified)

Leadership FunctionsLeadership Functions

Set DirectionSet Direction Create AlignmentCreate Alignment Gain CommitmentGain Commitment

Adapted from CCL – Changing Nature of Leadership Study, 2006Adapted from CCL – Changing Nature of Leadership Study, 2006

The State of Organizational LeadershipThe State of Organizational Leadership

The Outcomes of Leadership…….. % AgreeThe Outcomes of Leadership…….. % Agree

How well are organizations accomplishing the How well are organizations accomplishing the outcomes of leadership at the present time?outcomes of leadership at the present time?

Leadership sets direction effectively……….50%Leadership sets direction effectively……….50% Leadership gains commitment effectively…46%Leadership gains commitment effectively…46% Leadership creates alignment effectively….40%Leadership creates alignment effectively….40%

Adapted from CCL – Changing Nature of Leadership Study, 2006Adapted from CCL – Changing Nature of Leadership Study, 2006

““Derailers”Derailers”

InsensitiveInsensitive ManipulativeManipulative Overly criticalOverly critical Competitive with othersCompetitive with others Overly demanding Overly demanding Easily angeredEasily angered ArrogantArrogant AloofAloof

Adapted from Center for Creative LeadershipAdapted from Center for Creative Leadership

Emotional Intelligent behaviors account for Emotional Intelligent behaviors account for more than 50% of the success and more than 50% of the success and

effectiveness of leaders in the workplace. effectiveness of leaders in the workplace. It’s not just what you do but It’s not just what you do but howhow you do it you do it

that really counts. that really counts. (Palmer, 2004)(Palmer, 2004)

What is Emotional Intelligence?What is Emotional Intelligence? Interpersonal Behavior SkillsInterpersonal Behavior Skills Appropriate and EffectiveAppropriate and Effective RelationshipsRelationships TrustTrust LeadershipLeadership

IT’S NOT…IT’S NOT… IQIQ Technical Skills or ExperienceTechnical Skills or Experience PersonalityPersonality ““Management”Management”

Kotter ModelKotter Model

Controlling & Problem Solving

Planning & Budget

??? Organizing & Staffing

Management Leadership Concerns

Predictability, Order, Results

Motivate & Inspire

Establish Direction

Align People

Produce Change

Create Agenda

Develop Network

to Work Agenda

Execution

Outcomes

The Business Case for E.I.The Business Case for E.I.Research suggests that EI can be developed over time, Research suggests that EI can be developed over time, and this development leads to: and this development leads to: Better leadershipBetter leadership Better team workBetter team work Greater organizational commitmentGreater organizational commitment Greater job satisfactionGreater job satisfaction Overall effectivenessOverall effectiveness

How could improvements in these areas How could improvements in these areas positively impact positively impact your bottom lineyour bottom line??

Utilizing E.I. to Maximize LeadershipUtilizing E.I. to Maximize Leadership

SET DIRECTIONSET DIRECTION Effective CommunicationEffective Communication

AuthenticAuthentic EmpatheticEmpathetic TransparencyTransparency

• Good and bad newsGood and bad news

Effective CommunicationEffective Communication

Sender / Receiver and BarriersSender / Receiver and Barriers

ReceivesReceives

BarriersBarriers WordsWords Non-Verbal BehaviorNon-Verbal Behavior Voice Tone, Pacing, VolumeVoice Tone, Pacing, Volume Preconceived NotionsPreconceived Notions Self-ConceptSelf-Concept EmotionsEmotions Individual DifferencesIndividual Differences

TransmitsTransmits

Transmits

Receives

Utilizing E.I. to Maximize LeadershipUtilizing E.I. to Maximize Leadership

CREATE ALIGNMENTCREATE ALIGNMENT Understanding OthersUnderstanding Others

Ask themAsk them Listen to understand your audience Listen to understand your audience

Decision-makingDecision-making Focused on combination of bottom line and Focused on combination of bottom line and

peoplepeople

Enhancing Decision-MakingEnhancing Decision-Making

Define the

Problem

Stakeholders

My Feelings

Their Feelings Perceived &

Real

Solution or Decision

Communicate Decision

Utilizing E.I. to Maximize LeadershipUtilizing E.I. to Maximize Leadership

GAIN COMMITMENTGAIN COMMITMENT CongruenceCongruence

Consistently setting direction and creating Consistently setting direction and creating alignment alignment

Act according… “Walking the talk!”Act according… “Walking the talk!” Motivation and InspirationMotivation and Inspiration

Mood managementMood management Be the change you want to beBe the change you want to be

Trust Trust

Business Case StudyBusiness Case Study Department of 15 employeesDepartment of 15 employees

Mid-size company (more than 2,000 employees)Mid-size company (more than 2,000 employees)

Development programDevelopment program Coaching and TrainingCoaching and Training

Employee Satisfaction SurveyEmployee Satisfaction Survey Accountability and Cross-functionalityAccountability and Cross-functionality CommunicationCommunication Integrity, Attitude and MotivationIntegrity, Attitude and Motivation Strategic ThinkingStrategic Thinking RetentionRetention AlignmentAlignment MoraleMorale

Results Results Direction, Alignment, CommitmentDirection, Alignment, Commitment Department vs. CompanyDepartment vs. Company Internal communications didn’t existInternal communications didn’t exist New leadershipNew leadership

Why is E.I. important?Why is E.I. important?Research is clear…Research is clear… Teams act in the most emotionally intelligent Teams act in the most emotionally intelligent

manner when there is mutual trust among manner when there is mutual trust among members, a sense of group identity, and a sense members, a sense of group identity, and a sense of group efficacy. of group efficacy. (Druskat,V.U.,& Wolff, S.B. (Druskat,V.U.,& Wolff, S.B. Building the Emotional Intelligence of Groups. Building the Emotional Intelligence of Groups. Harvard BusinessHarvard Business Review. Pp.81-90) Review. Pp.81-90)

Cohesion, identity, engagementCohesion, identity, engagement

Mutual TrustMutual Trust

EffectivenessEffectiveness

ConfidenceConfidence

Why is E.I. important?Why is E.I. important?Research is clear…Research is clear… An Organizations’ collective level of An Organizations’ collective level of

Emotional Intelligence determines the Emotional Intelligence determines the degree to which its intellectual capital is degree to which its intellectual capital is utilized, and therefore, it’s bottom-lineutilized, and therefore, it’s bottom-line productivity. productivity. (Goleman, 1998)(Goleman, 1998)

ProductivityProductivity

CreativityCreativity

SummarySummary

Communicators are the coaches for the Communicators are the coaches for the leadership of a companyleadership of a company

Drive the outcomes of reputation, Drive the outcomes of reputation, corporate culture and engagement corporate culture and engagement

Authenticity, consistency and congruenceAuthenticity, consistency and congruence

SummarySummary

IF…IF… Internal Communication is the TOOL Internal Communication is the TOOL successful leaders utilize to:successful leaders utilize to:

Set DirectionSet DirectionCreate AlignmentCreate AlignmentGain CommitmentGain Commitment

THEN…THEN…Incorporating Emotional Intelligence and Incorporating Emotional Intelligence and Internal Communications is the POWER TOOL Internal Communications is the POWER TOOL for employee engagementfor employee engagement

Thank you!

Effective DialogueEffective Dialogue

Sender / ReceiverSender / Receiver

Sender: Transmits Receiver: InterpretsSender: Transmits Receiver: Interprets

Active ListeningActive Listening

Willingness Willingness andand ability to hear ability to hear andand understandunderstand

EI development methodology is EI development methodology is about….about….

Assisting people…Assisting people…

WorkplaceIssue

BehavioralOutcome

Reasoning/Decision-making

Feelings/Emotional

Impact

evaluate

decide

practice

Why is E.I. important?Why is E.I. important?Research is clear…Research is clear… There is a high correlation between the There is a high correlation between the

competencies of Emotional Intelligence and competencies of Emotional Intelligence and team effectiveness [and engagement]. team effectiveness [and engagement].

(Elfenbein,H.A, Polzer,J.T.,,&Ambady, N.(2004) (Elfenbein,H.A, Polzer,J.T.,,&Ambady, N.(2004) Emotional Skills as Emotional Skills as Team Competencies: the Case of Recognizing Others Emotions.)Team Competencies: the Case of Recognizing Others Emotions.)

Self-awarenessSelf-awareness EmpathyEmpathy ConfidenceConfidence ProductivityProductivity