Uncharacteristically, this blogs starts with some (necessary) admin.
Firstly, this blog is part two – part one is Lead better with resonant leadership 1 – and I recommend reading that blog before this one.
Secondly, normally my blogs are a combination of my thoughts, stuff I see, read or hear – but this blog unashamedly champions specific content from an amazing book on leadership.
So read on – it’s likely you’ll take something from this that’ll help develop your leadership.
In ‘The New Leaders: Transforming the Art of Leadership‘, Daniel Goldman, Richard Boyatzis and Annie McKee found that the emotional intelligent competencies (see below) are the key capabilities for delivering resonant leadership. These are the distinguishing competencies – abilities that star leaders exhibit and average performers don’t.
- Social awareness
- Relationship management
The first two – self-awareness and self-management is covered in Lead better with resonant leadership 1. This blog moves the focus to the last two – social awareness and relationship management.
As you read these (below), consider how well you do these? It might be interesting to score your performance for each capability?
- SOCIAL AWARENESS*
It starts with being aware of what’s going on out there – and leadership coaching focused around co-creating with others can help too…
Leaders with empathy are able to attune to a wide range of emotional signals, letting them sense the felt, but unspoken, emotions in a person or group. Such leaders listen attentively and can grasp the other person’s perspective. Empathy makes a leader able to get along well with people of diverse backgrounds or from other cultures.
3.2 ORGANISATIONAL AWARENESS
A leader with a keen social awareness can be politically astute, able to detect crucial social networks and read key power relationships. Such leaders can understand the political forces at work in an organisation, as well as the guiding values and unspoken rules that operate among people there.
Leaders high in the service competence foster an emotional climate so that people directly in touch with the customer or client will keep the relationship on the right track. Such leaders monitor customer or client satisfaction carefully to ensure they are getting what they need. They also make themselves available as needed.
- RELATIONSHIP MANAGEMENT*
Then you need to manage your relationships…
Leaders who inspire both create resonance and move people with a compelling vision or shared mission. Such leaders embody what they ask of others, and are able to articulate a shared mission in a way that inspires others to follow. They offer a sense of common purpose beyond the day-to-day tasks, making work exciting.
Indicators of a leader’s powers of influence range from finding the right appeal for a given listener to knowing how to build buy-in from key people and a network of support for an initiative. Leaders adept in influence are persuasive and engaging when they address a group.
4.3 DEVELOPING OTHERS
Leaders who are adept at cultivating people’s abilities show a genuine interest in those they are helping along, understanding their goals, strengths, and weaknesses. Such leaders can give timely and constructive feedback and are natural mentors or coaches.
4.4 CHANGE CATALYST
Leaders who can catalyse change are able to recognize the need for the change, challenge the status quo, and champion the new order. They can be strong advocates for the change even in the face of opposition, making the argument for it compellingly. They also find practical ways to overcome barriers to change.
4.5 CONFLICT MANAGEMENT
Leaders who manage conflicts best are able to draw out all parties, understanding the different perspectives, and then find a common ideal that everyone can endorse. They surface the conflict, acknowledge the feelings and views of all the sides, and then redirect the energy towards a shared ideal.
4.6 TEAMWORK AND COLLABORATION
Leaders who are able team players generate an atmosphere of friendly collegiality and are themselves models of respect, helpfulness, and cooperation. They draw others into active, enthusiastic commitment to the collective effort, and build spirit and identity. They spent time forging and cementing close relationships beyond mere work obligations.
There’s so much more helpful frameworks and content in ‘The New Leaders: Transforming the Art of Leadership‘ to help you develop leadership that resonates. I highly recommend it.
WANT TO DEVELOP MORE RESONANT LEADERSHIP?
If you want to develop more resonant leadership, then contact me about leadership coaching. We’ll uncover the dissonance, what’s holding you back and get you moving forward to a more resonant leadership style.
*Again, with massive thanks to a brilliant book called ‘The New Leaders: Transforming the Art of Leadership‘ by Daniel Goldman, Richard Boyatzis and Annie McKee.