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Showing posts with the label Primal Leadership

“Without recognizing our own emotions, we will be poor at managing them…”

A thought by Daniel Goleman; Richard Boyatzis & Annie McKee, (2013-07-23) from their book, Primal Leadership, With a New Preface by the Authors: Unleashing the Power of Emotional Intelligence (Kindle Locations 618-619). Harvard Business Review Press. Kindle Edition. (Click on the title to go to Amazon.com to buy the book.)
In finishing the statement they say, “…and less able to understand them in others. Self-aware leaders are attuned to their inner signals. They recognize, for instance, how their feelings affect themselves and their job performance. Instead of letting anger build into an outburst, they spot it as it crescendos and can see both what’s causing it and how to do something constructive about it. Leaders who lack this emotional self-awareness, on the other hand, might lose their temper but have no understanding of why their emotions push them around.”
Know thyself is so important.At one point I realized that my moodiness was hurting me in my relationships.I was hard to b…

“When people feel good, they work at their best.”

A thought by Daniel Goleman; Richard Boyatzis & Annie McKee, (2013-07-23) from their book, Primal Leadership, With a New Preface by the Authors: Unleashing the Power of Emotional Intelligence (Kindle Locations 379-380). Harvard Business Review Press. Kindle Edition. (Click on the title to go to Amazon.com to buy the book.)
And a lot of people today are not working at their best.
They continue, “Feeling good lubricates mental efficiency, making people better at understanding information and using decision rules in complex judgments, as well as more flexible in their thinking. Upbeat moods, research verifies, make people view others— or events— in a more positive light. That in turn helps people feel more optimistic about their ability to achieve a goal, enhances creativity and decision-making skills, and predisposes people to be helpful.”
That is true with your friends and the people in your family.How does your family feel when they head out to school or to work?Do they feel good or …

“Negative emotions— especially chronic anger, anxiety, or a sense of futility— powerfully disrupt work, hijacking attention from the task at hand.”

A thought by Daniel Goleman; Richard Boyatzis & Annie McKee, (2013-07-23) from their book, Primal Leadership, With a New Preface by the Authors: Unleashing the Power of Emotional Intelligence (Kindle Locations 362-363). Harvard Business Review Press. Kindle Edition. (Click on the title to go to Amazon.com to buy the book.)
And so many people come to work each day and they live each day with something negative that is effecting their emotions and in turn will affect their work and of course their relationships.
The authors share a couple of examples.“For instance, in a Yale study of moods and their contagion, the performance of groups making executive decisions about how best to allocate yearly bonuses was measurably boosted by positive feelings and was impaired by negative ones. Significantly, the group members themselves did not realize the influence of their own moods.”I think I would want my boss to be in a good mood when he is thinking about my bonus.
Another one, “For instance,…

“Both good and bad moods tend to perpetuate themselves.”

A thought by Daniel Goleman; Richard Boyatzis & Annie McKee, (2013-07-23) from their book, Primal Leadership, With a New Preface by the Authors: Unleashing the Power of Emotional Intelligence (Kindle Location 356). Harvard Business Review Press. Kindle Edition. (Click on the title to go to Amazon.com to buy the book.)
I have found in my own approach to life, both of those to be true.The people around me always were afraid of what mood I was in and usually it was a bad one.Until I came to the place in my life that I realized that I was hurting myself and those around me with my bad moods and started striving to get control of my emotions and of my moods.
Here is what the writers here say, “Both good and bad moods tend to perpetuate themselves, in part because they skew perceptions and memories: When people feel upbeat, they see the positive light in a situation and recall the good things about it, and when they feel bad, they focus on the downside. Beyond this perceptual skew, the st…

“The fundamental task of leaders, we argue, is to prime good feeling in those they lead.”

A thought by Daniel Goleman; Richard Boyatzis & Annie McKee, (2013-07-23) from their book, Primal Leadership, With a New Preface by the Authors: Unleashing the Power of Emotional Intelligence (Kindle Locations 79-80). Harvard Business Review Press. Kindle Edition. (Click on the title to go to Amazon.com to buy the book.)
What a foreign thought.Most would say that the fundamental task of leaders is to get a job done no matter the feeling of the ones they are leading. But they say, “At its root…the primal job of leadership is emotional.” And “That occurs when a leader creates resonance—a reservoir of positivity that frees the best in people.”
They continue, “We believe this primal dimension of leadership, though often invisible or ignored entirely, determines whether everything else a leader does will work as well as it could. And this is why emotional intelligence —being intelligent about emotions— matters so much for leadership success: Primal leadership demands we bring emotional in…