What is the level of trust in your organization with peers, direct reports, senior management and your boss?
Have you developed a team culture that eliminates personal attacks and fosters support?
If you want to be a great leader, be trustworthy and build trusting relationships with people inside and outside your organization. Building trust is a process and a constant challenge because leaders are often placed in positions where a company action, a private comment, and/or an unpredictable event undermines a leader's effort to be trustworthy. So leaders must also be able to tap on their resilience and recognize that trust can be rebuilt even in the most difficult situations.
Managing Conflict is a building block to creating wealth. Many leaders dislike conflict and often allow conflict to overwhelm their organization because they don't see how conflict gives them the opportunity to become a great leader. Just like the elite athletic who wants the ball when winning the game is at stake, great leaders thrive on managing conflict because they can take their followers and clients to possibilities that couldn’t be imagined until faced with the necessity to create solutions to complex problems that lead to outstanding performance.
Building commitment is easier when we learn how to ask for help and listen to the people who we are asking to perform. It's really unfortunate that leaders often allow gender diversity and multi-cultural differences to become road blocks for achieving the commitments from the people they need to accomplish their objectives. Without clear and direct communication, people can’t follow because they have to guess, which leads to confusion, anxiety, and misplaced expectations.
If you know what you want, remove the guessing from the equation by being direct and precise. Then, listen to responses from the people you want to perform to confirm that they understand what needs to be done. If they don’t understand, repeat the message in even clearer terms.
Let's begin with the premise that Board of Directors, CEO's, and other major organizational stakeholders do not want to be responsible for the mental health of their employees.
Each year more organizations, formal and informal leaders, and high achievers want to measure and understand their Emotional Intelligence (EQ or EI) in an effort to improve their leadership skill set.