Of the competencies that distinguish an effective leader, what percentage

1. Of the competencies that distinguish an effective leader, what percentage are cognitive, or intellectual abilities? What is the role of knowledge for managers, executives, and leaders?

2. Factoid “In professional and technical fields the threshold for entry is typically an IQ of 110-120. ...Since everyone is in the top 10% or so of intelligence, IQ itself offers relatively little competitive advantage.” Goleman, WWEI, (cf Carnevale, 1989) Factoid “181 different positions from 121 organizations worldwide…67% of the abilities deemed essential for effective performance were emotional competencies” (cf. Rosier, 1994) “reanalyzed data from 40 different corporations… to differentiate star performers from average ones… emotional competencies were found to be twice as important in contributing to excellence as pure intellect and expertise.” Goleman, WWEI. (cf. Jacobs and Chen, 1997)

3. Factoid “The US government... in studies of the competencies necessary for effective performance in virtually every job… found that the higher the level of the job, the less important technical skills and cognitive abilities were, and the more important competence in emotional intelligence became.” Goleman, WWEI.(cf. OPM, 1997) Factoid “reanalysis of studies of hundreds of executive and leadership positions in 15 global businesses… Hay/McBer found 90% of the difference between average and the best ones were emotional competencies…only 1cognitive ability, pattern recognition mattered.” Goleman, WWEI. (cf. Spencer, 1997)

4. Factoid Hunter found “the immense difference in economic value between top and bottom performers in high-complexity jobs…emotional intelligence is not simply additive with cognitive ability, but multiplicative…” Goleman, WWEI.(cf. Hunter et al, 1990) Factoid At PepsiCo…”executives reached a tipping point …of at least 6 competencies…those leaders with 6-7 strong competencies, 87% were in the top third in the US, 82% in Europe…86% in Asia.” Goleman, WWEI. (cf. McClelland, 1998)

5. Factoid UC Berkeley studied 80 PhDs in the 50’s… 40 years later comparison of success from studying their resumes by experts in their own field…emotional intelligence abilities were 4 times more important than IQ in determining professional success…even for these scientists.” Goleman, WWEI. (cf. Feist & Frank, 1996) Factoid Derailers of executives -- all had a lack of impulse control. Goleman, WWEI. (cf. Walter Clarke, 1996)

6. Our thoughts are significantly emotionally toned by the oldest parts of our brain, not the neo-cortex! When an experience occurs, at best we feel and think at the same time, in most situations, we feel before we think! Different parts of our brain “light up” when we use different abilities. As we develop, different parts of our brain, neurochemistry, and hormones contribute to the development of these abilities.

7. Factoid “Among primates (including us humans), the ration of neocortex to total brain volume increases in direct proportion to the size of the group typical of that species…The neocortex…evolved from more ancient structures in the emotional brain… and is heavily laced with circuitry for emotion. Goleman, WWEI.(cf. Sawaguchi & Kudo, 1990) Factoid Results from groups performance on tests, simulations, and survival exercises, almost all of the time groups scored higher than the best individual… when groups were composed entirely of people with high IQs, the groups did worse than other groups. Goleman, WWEI. (cf. Hill, 1982;Belbin, 1996)

8. MYTH CREATION What makes Outstanding Leaders?

9. How do leaders behave differently in these groups? AVERAGE OUTSTANDING EMPIRICAL RESEARCH

10. Emotional Competence is A learned capability based on Emotional Intelligence that results in Outstanding Performance

11. COMPETENCE PROGRESSION • UNCONSCIOUS INCOMPETENCE • CONSCIOUS INCOMPETENCE • CONSCIOUS COMPETENCE • UNCONSCIOUS COMPETENCE

12. Emotional Intelligence is composed of the following competencies within five clusters, as described by Dan Goleman in his 1998 book, Working with Emotional Intelligence. • PERSONAL COMPETENCE: • How we manage ourselves • 1) Self-awareness • a) Emotional self-awareness: recognizing our • emotions and their effects • b) Accurate self-assessment: knowing one’s • strengths and limits • c) Self-confidence: a strong sense of one’s self- • worth and capabilities

13. 2) Self-regulation • a) Adaptability: flexibility in adapting to changing • situations or obstacles • b) Innovativeness: being comfortable with and open • to novel ideas, approaches, and new • information • c) Self-control: keeping disruptive emotions and • impulses under control • d) Trustworthiness: displaying honesty and integrity • e) Conscientiousness: demonstrating responsibility • in managing oneself

14. 3) Self-motivation • a) Initiative readiness to act • b) Commitment: aligning with the goals of group or • organization • c) Optimism and hope: resilience and persistence • in seeking goals despite setbacks • d) Achievement orientation: the guiding drive to meet • an internal standard of excellence

15. Factoid Seligman (1995) found that sales people in an insurance company who were optimists sold 29% more in their first year and 130% more in their second year than pessimists. (cf.Goleman, WWEI) Factoid “Our nervous system is automatically set to engage in this emotional empathy (again, the amygdala plays he key role in this attunement)… how we use this capacity is learned…” Goleman, WWEI. (cf. Brothers, 1997)

16. SOCIAL COMPETENCE • How we handle relationships • 4) Social Awareness: our social radar • a) Empathy: understanding others and taking • active interest in their concerns • b) Customer service orientation: recognizing • and meeting customer’s needs • c) Levering diversity: understanding and • applying the advantages of diverse • perspectives and people of diverse • backgrounds • d) Organizational awareness: empathizing at • the organizational level • e) Coaching: sensing others development needs • and bolstering their abilities

17. 5) Social skills • a) Leadership: inspiring and guiding groups • and people • b) Influence and impact: wielding interpersonal • influence tactics • c) Change catalyst: initiating or managing change • d) Effective communication: sending clear and • convincing messages • e) Conflict management and negotiation: resolving • disagreements • f) Building bonds: nurturing instrumental • relationships • g) Collaboration and cooperation: working with • others toward shared goals • h) Team capabilities: creating a shared vision and • synergy in team work

18. Factoid Creativity killers: surveillance; evaluation; overcontrol; relentless deadlines Amabile, 1988(cf.Goleman, WWEI). Factoid “A study of thousands of people in the R&D arms of engineering firms shows idea generators tend to have strengths in a narrow range of expertise…by contrast,…effective champions of the resulting innovations are adept at influence and political awareness.” Goleman, WWEI.(cf. Roberts & Fusfeld, 1981; Beath, 1991)