Emotional Intelligence, Self-Awareness as Essential Leadership Skills for Auction Managers

1. Emotional Intelligence, Self-Awarenessas Essential Leadership Skills for Auction Managers Auction Academy Spokane, WA 2014

2. Objectives • To demonstrate that leadership skills are unique to themselves; a unique skillset not associated with technical acumen • EQ and the evolution of skills • To demonstrate that self-awareness is a key-attribute of successful managers and leaders • To grow in self-awareness using a self-assessment instrument (the LSI)

3. GM’s new “Car Guy” Mary Barra

4. Reflect • Think of a leader you admire, perhaps one that even inspires you. What are the traits or characteristics you most admire about this leader? • Write these down.

5. Pop Quiz: True or False? In order to be an effective manager of a department or functional area, you must possess an advanced level of knowledge of the technical aspects and functions of the department,as well as a deep understanding of each job housed within the functional area.

6. EQ not IQ Personal Competence • Self awareness – emotional awareness, accurate self-assessment, self confidence • Self regulation – managing impulses • Motivation – achievement, drive, commitment Social Competence • Empathy – understanding, developing others • Social skills – inducing desirable responses in others

7. Pop Quiz: True or False? In order to be an effective manager of a department or functional area, you must possess an advanced level of knowledge of the technical aspects and functions of the department,as well as a deep understanding of each job housed within the functional area. FALSE

8. high Reliance on Tech Knowledge for Success low Emp. Supervisor Mid Mgt. Mgt. SrMgt Exec

9. The Evolution of Skillsets • Manager: • Lot Operations • Plan for multiple functions, coordinating departmental activities • Ensure staffing levels are adequate • Translate employee issues to upper management • Ensure policies are adhered to, deal with employee issues • Skills: EQ • Line Employee: • Vehicle Inspector • Ability to evaluate vehicle to detect abnormalities, excessive damages • Ability to translated observations into quantifiable information • Skills: physical capability, knowledge of automobile construction, computer skills • Supervisor: • Vehicle Inspection • Ability to plan, set realistic goals • Monitor output of functional area against stated standards • Prioritize tasks of employees • Ensure workers fulfill basic duties in accordance with company policies • Skills: communication, interpersonal, forecasting, monitoring, enforcing & interpreting policy

10. 8 Essential Leadership Skills • Strategic thinking—anticipation, visioning, planning, implementing, monitoring, adjusting • The ability to inspire others toward a vision • Ability to “bring the customer to the boardroom” (customer centrism) • Ability to communicate clearly • Being flexible • Ability to attract and surround yourself with quality people • Ability to form trusting, nurturing relationships http://www.telegraph.co.uk/finance/jobs/9920854/Leadership-The-eight-essential-skills.html

11. Exercise • Think of a specific nonproductive, damaging or even destructive behavior you see constantly exhibited by someone you know of or work for in a management position • Describe the behavior • Describe the reaction the behavior gets from employees • How did this person develop this behavior tendency or “pattern”

12. Johari Window • Created in 1955 by two American psychologists (Joseph Luft and Harrington Ingham) • Used to help people better understand their relationship with self and others • Used as a tool to enhance self-awareness and improve communication skills

13. Unknown to Self Known to Self Hidden or Shadow Self Secret or Private Self Unknown to Others Public Self or Façade: Area of Free Activity Blind Spots Know to others

14. Known to Self Unknown to Self Reduce hidden area by growing in self awareness and disclosure to others Unknown to Others Reduce blind spots from feedback from others; increase area of free reign Blind Spots Reduced Know to others

15. Behavioral “Patterns” • What is a “behavioral pattern”? • Somewhat stable and predictable action or mannerism designed to allow individuals to successfully interact with their environment • Can be conscious, subconscious, overt, covert, voluntary or involuntary • How are these formed? • Usually adaptive in nature…they worked in a variety of situations and became embedded as an acceptable response to certain stimuli

16. Thought is the predecessor of behavior.

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23. Satisficing and Heuristics “Most decisions are concerned not with searching for the sharpest needle in the haystack, but with searching for a needle sharp enough to sew with. Thus, administrators who ‘satisfice’ can make decisions without a search for all possible alternatives and can use relatively simple rules of thumb (heuristics). In business terms they do not look for ‘maximum profit’ but ‘adequate profit’; not ‘optimum price’ but ‘fair price.’ This makes their world much simpler.” Pugh & Hickson, 1989

24. The LSI • Built on psychological and managerial theories • Helps you identify your beliefs, values, behaviors, and assumptions about yourself • Distinguishes between those that are effective and ineffective • Self defeating behaviors • Distinguishes between 12 LSI “styles” • Guide contains suggestions for addressing self-defeating styles • Helps you set and accomplish self-improvement goals

25. Thoughts Behavior Link • Thoughts and self-concepts drive behavior, shape your life • Self-concept is the image you have of yourself, you act in a manner that is consistent with your self-view • You can change your thoughts and views of self, thereby enhancing your effectiveness

26. Where your scores came from • Three sections • LSI “Style” Items • 240 words and phrases you responded to (like you/not like you) • Satisfaction Items • 13 questions (1=not satisfied; 5=completely satisfied) • Summary Perceptions • 11 statements with opposites

27. 240 Statements and Phrases

28. Satisfaction Items

29. Summary Perceptions

30. 12 Styles – 3 Clusters 3 Clusters of Different Styles • Constructive – satisfaction oriented • Passive/Defensive – self-protecting/security oriented through people • Aggressive/Defensive – self-protecting/security oriented through tasks • http://www.humansynergistics.com/Files/HTML5/Circumplex/index.html 12 Styles (Specific ways of thinking) • Humanistic/Encouraging • Affiliate • Approval • Conventional • Dependent • Avoidance • Oppositional • Power • Competitive • Perfectionistic • Achievement • Self-actualization

31. % Total Class as Primary or Secondary Style Constructive Aggressive/Defensive Passive/Defensive

32. Styles and Relationships

33. 3 Clusters 43% primary or secondary

34. 3 Clusters 25% primary or secondary

35. 3 Clusters 32% primary or secondary

36. Humanistic—Encouraging 7% primary or secondary

37. Affiliate 7% primary or secondary

38. Approval 0% primary or secondary

39. Conventional 4% primary or secondary

40. Dependent 14% primary or secondary

41. Avoidance 7% primary or secondary

42. Oppositional 7% primary or secondary

43. Power 4% primary or secondary

44. Competitive 11% primary or secondary

45. Perfectionistic 11% primary or secondary

46. Achievement 14% primary or secondary

47. Self-Actualizing 14% primary or secondary

48. Percentiles: What do these indicate? 90th 75th 50th 25th 10th

49. Looking at a Profile • See profile as “snapshot” of yourself right now • Confirms and enlightens • Thought starters, not final declarations • Think why you’ve developed a pattern, what was going on at the time the pattern was adopted • Expect change over time, and as situations change (i.e., a new job or position)

50. Group Observations • Review your primary style in light of the table on page 61 • Reflect on your observations • Did anything you read strike you? • Do you see the need for self-development in any area? If so, describe.