Primal Leadership PDF Book by Daniel Goleman


Click here to Download Primal Leadership PDF Book by Daniel Goleman English having PDF Size 2.2 MB and No of Pages 283.

They ignite our passion and inspire the best in us. When we try to explain why they are so effective, we speak of strategy, vision, or powerful ideas. But the reality is much more primal: Great leadership works through the emotions. No matter what leaders set out to do—whether it’s creating strategy or mobilizing teams to action—their success depends on how they do it.

Primal Leadership PDF Book by Daniel Goleman

Name of Book Primal Leadership
Author Daniel Goleman
PDF Size 2.2 MB
No of Pages 283
Language  English
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Even if they get everything else just right, if leaders fail in this primal task of driving emotions in the right direction, nothing they do will work as well as it could or should. Consider, for example, a pivotal moment in a news division at the BBC, the British media giant. The division had been set up as an experiment, and while its 200 or so journalists and editors felt they had given their best.

Management had decided the division would have to close. The continual interplay of limbic open loops among members of a group creates a kind of emotional soup, with everyone adding his or her own flavor to the mix. But it is the leader who adds the strongest seasoning. Why? Because of that enduring reality of business: Everyone watches the boss.

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People take their emotional cues from the top. Even when the boss isn’t highly visible—for example, the CEO who works behind closed doors on an upper floor—his attitude affects the moods of his direct reports, and a domino effect ripples throughout the company’s emotional climate.

How easily we catch leaders’ emotional states, then, has to do with how expressively their faces, voices, and gestures convey their feelings. The greater a leader’s skill at transmitting emotions, the more forcefully the emotions will spread. Such transmission does not depend on theatrics, of course; since people pay close attention to a leader, even subtle expressions of emotion can have great impact.

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Even so, the more open leaders are— how well they express their own enthusiasm, for example—the more readily others will feel that same contagious passion. Leaders with that kind of talent are emotional magnets; people naturally gravitate to them. If you think about the leaders with whom people most want to work in an organization, they probably have this ability to exude upbeat feelings.

It’s one reason emotionally intelligent leaders attract talented people—for the pleasure of working in their presence. Conversely, leaders who emit the negative register—who are irritable, touchy, domineering, cold—repel people. No one wants to work for a grouch. Research has proven it: Optimistic, enthusiastic leaders more easily retain their people, compared with those bosses who tend toward negative moods.

Analysis went one step further to look at how the climate that resulted from various leadership styles affected financial results, such as return on sales, revenue growth, efficiency, and profitability. Results showed that, all other things being equal, leaders who used styles with a positive emotional impact saw decidedly better financial returns than those who did not. Primal Leadership  PDF Book Download

Perhaps most important, leaders with the best results didn’t practice just one particular style. Rather, on any given day or week, they used many of the six distinct styles—seamlessly and in different measures—depending on the business situation. Imagine the styles, then, as the array of clubs in a golf pro’s bag.

Over the course of a match, the pro picks and chooses from his bag based on the demands of the shot. Sometimes he has to ponder his selection, but usually it is automatic. The pro “senses” the challenge ahead, swiftly pulls out the right tool, and elegantly puts it to work. That’s how high-impact leaders operate too.

Although these styles of leadership (see the chart) have all been identified previously by different names, what’s new about our model of leadership is an understanding of the underlying emotional intelligence capabilities that each approach requires, and—most compelling—each style’s causal link with outcomes. Primal Leadership  PDF Book Download

The research, in other words, allows us to see how each style actually affects climate, and therefore performance. For executives engaged in the daily battle of getting results, such a connection adds a much-needed dose of science to the critical art of leadership. We’ll look first at those four leadership styles that foster resonance, then at the two that too readily generate dissonance when not used effectively.

We continually see the kind of learning that lasts—and its impact on business performance—that Mimken’s story demonstrates. These are dramatic results compared with the all-too-familiar honeymoon effect of most training, where an immediate improvement fades almost entirely within three to six months.

The familiar cycle goes something like this: A person leaves the program enthusiastic and committed to improving. But, back in the office, dozens of e-mails, letters, and calls await him. The boss and a subordinate have each called with an emergency, and he is sucked into the swamp of demands. All of the new learning slips away as old, knee-jerk responses take over. Primal Leadership  PDF Book Download

Soon he is acting the way he always has— not the new way committed to at the end of the training. The honeymoon has come to an abrupt end. Human resource professionals have been frustrated by this phenomenon for decades. They’ve watched again and again how people emerge from training enthusiastic, only to have their good intentions atrophy over time.

Although studies have shown that real change can result from training, most of the time the change doesn’t seem to be sustained, which is why it is often called the honeymoon effect. Compare that kind of learning with what goes on in the neocortex, which governs analytical and technical ability. The neocortex grasps concepts quickly, placing them within an expanding network of associations and comprehension.

This part of the brain, for instance, can figure out from reading a book how to use a computer program, or the basics of making a sales call. When learning technical or analytic skills, the neocortex operates with magnificent efficiency. The problem is that most training programs for enhancing emotional intelligence abilities, such as leadership, target the neocortex rather than the limbic brain. Primal Leadership  PDF Book Download

Thus, learning is limited and sometimes can even have a negative impact. Under a microscope, the limbic areas—the emotional brain —have a more primitive organization of brain cells than do those in the neocortex, the thinking brain. The design of the neocortex makes it a highly efficient learning machine, expanding our understanding by linking new ideas or facts to an extensive cognitive network.

This associative mode of learning takes place with extraordinary rapidity: The thinking brain can comprehend something after a single hearing or reading. The limbic brain, on the other hand, is a much slower learner— particularly when the challenge is to relearn deeply ingrained habits.

This difference matters immensely when trying to improve leadership skills: At their most basic level, those skills come down to habits learned early in life. If those habits are no longer sufficient, or hold a person back, learning takes longer. Reeducating the emotional brain for leadership learning, therefore, requires a different model from what works for the thinking brain: It needs lots of practice and repetition. Primal Leadership  PDF Book 

Since emotions are contagious, team members take their emotional cues from each other, for better or for worse. If a team is unable to acknowledge an angry member’s feelings, that emotion can set off a chain reaction of negativity. On the other hand, if the team has learned to recognize and confront such moments effectively, then one person’s distress won’t hijack the whole group.

That intervention in the engineer’s team points to the near seamlessness between a team’s self-awareness and empathy, which leads to its selfmanagement. It also illustrates how a leader can model behavior. The leader in this case modeled an empathetic confrontation of a member’s emotional reality and brought it to the group’s attention.

Such a caring attitude builds a sense of trust and belonging that underscores the shared mission: We’re all in this together. Team self-awareness might also mean creating norms such as listening to everyone’s perspective—including that of a lone dissenter—before a decision is made. Or it can mean recognizing when a teammate feels uncomfortable in learning a task, and stepping in to offer support. Primal Leadership  PDF Book 

In their research on teams, Susan Wheelan of Temple University and Fran Johnston of the Gestalt Institute of Cleveland point out that very often it is an emotionally intelligent team member—not just the leader—who is able to point out underlying problems and thus raise the self-awareness of the group.

This example offers an excellent lesson in how a team led by an emotionally intelligent leader can learn to manage itself. Of course, Cherniss should know what he’s doing—after all, he heads the Consortium for Research on Emotional Intelligence in Organizations at Rutgers University. But none of the process norms that Cherniss passed around were out of the ordinary, in and of themselves.

What was unusual was that Cherniss made sure he reminded the group of its collaborative norms— making them explicit so that everyone could practice them. This raises an important point about team self-management: Positive norms will stick only if the group puts them into practice over and over again. Primal Leadership  PDF Book 

Cherniss’s group continually maximized its potential for interacting with emotional intelligence, raised its level of effectiveness, and produced a positive experience for all of the group members each time it met. Being so explicit about norms also helped to socialize newcomers into the group quickly: At one point, the consortium doubled its size, but did so smoothly because people knew how to mesh.

When core values and norms are clear to people, a leader does not even need to be physically present for the team to run effectively—this is of special importance to the thousands of managers who work with virtual teams and whose team members are located all over the globe. In selfaware, self-managing teams. Primal Leadership  PDF Book 

Members themselves will step up to the plate to instill and reinforce resonant norms and to hold one another accountable for sticking to them. At one research laboratory, for example, no one can remember who started what has become a tradition during meetings of R&D groups. Whenever someone voices a creative idea, the person who speaks next must take the role of an “angel’s advocate.”

Offering support. That way the prospects are better for the survival of the fragile bud of an idea, insulating the innovative thought from the inevitable criticisms. The “angel’s advocate” norm does two important things: It helps to protect new ideas, and it makes people feel good when they are creative. As a result, people are more creative, and resonance is continually reinforced in the team.

Another way that leaders can uncover the emotional reality of the group is by observing important signals. For example, during a recent merger between two European pharmaceutical giants, one manager checked an easy barometer of her division’s collective emotions: She monitored the number of cars in the parking lot. Primal Leadership  PDF Book Free

When the merger was first announced, this manager noticed that the parking lot was always full, and that many cars remained well into the evening. She knew that people were working extra hard because they were excited about the potential opportunities that the merger represented. Then, as the change process began to hit one delay after another, the manager noticed fewer and fewer cars in the parking lot.

Clearly, many people’s initial excitement and commitment was dwindling—and their anxiety increasing. But what about the cars that continued to appear in the parking lot, day after day? Several pockets of people were apparently managing to remain productive and relatively happy even during that sluggish process.

At this division it was discovered that while many of those people were motivated internally—either by a deep commitment to the work itself, such as the R&D scientists, or because they were otherwise skilled in emotional selfmanagement—most people who weathered the change were protected from the turmoil by effective leaders. Primal Leadership  PDF Book Free

Those emotionally intelligent leaders made sure that they engaged their teams in the change process, giving them as much information and as much control over their destiny as possible. They noticed how their team members were feeling, acknowledged that those feelings were important, and gave people opportunities to express those emotions.

The previous example of the executive team unearthing its unproductive norms and unhealthy emotional reality points to a critical requirement for larger organizational change—something we will examine in detail in the next chapter. Getting people in the top executive team together to have an honest conversation about what is working and what is not is a first critical step to creating a more resonant team.

Such conversations bring to life the reality of what an organization feels like and what people are actually doing in it. The problem is, these conversations are hot, and many leaders are afraid to start the dialogue—fearful of taking it to the primal dimension. Primal Leadership  PDF Book Free