Clarity from Chaos Podcast
About This Show
As host, Dave interviews authors and leaders in their chosen fields, discussing how the guest and their expertise have approached problems and developed innovative solutions to today’s issues. Whether the problems are internal or external, financial or philosophical, Dave and his guests talk about what it takes to establish, or re-establish, the core strengths of the individual/entrepreneur.
Most Recent Episode
Interview with Emotional Intelligence expert, Dr. Steven J. Stein
4 Emotional Intelligence Skills to Transform Your Leadership Style By Steven Stein, Ph.D. In today's work settings, many of the old-style hierarchical and authoritarian styles of leadership have become obsolete. We’ve witnessed significant strides in replacing rewards-punishment "transactional" management styles -- that have mostly proven unproductive -- with "transformative styles" in which organizational leaders inspire their teams to achieve a collective purpose. And yet we're still in the transition zone where we need more leaders equipped with the skills that combine interpersonal abilities, including empathy and trust, with the capacity to model creative problem solving when faced with tough situations. We refer to this skill set as Emotional Intelligence, or EI. The awareness that EI is an important job skill -- in some cases even surpassing technical ability -- has grown in recent years. In simple terms, EI is the ability to identify and manage emotional information in oneself and in others. But, we continue to experience a scarcity of this new brand of leadership talent. According to a global survey by Deloitte, leadership was rated the most urgent concern when considering gaps in workforce readiness. Why haven't we done a better job of cultivating emerging leaders? One reason is that we continue to mistakenly believe good technical or sales skills translate to good management skills. The thinking seems to be: if they excel at analyzing, fixing, selling and so on, then they can likely lead others to excel as well. But these skills and competencies have little to do with being a good leader. Another erroneous standard of leadership talent is mistakenly assuming that high IQ is a predictor of leadership strength. While it's likely that leaders have higher IQs than followers, the qualities that make up strong leaders go far beyond one's cognitive intelligence. Finally, choosing leaders based on personality remains widespread. Characteristics such as aggressiveness and extroversion, that tend to stand out in job candidates, don't always correlate with self-awareness, flexibility and influencing others. The forceful leaders may be good at giving orders, but that doesn’t always translate into inspiring subordinates into action. The traits that new bodies of researc