Leadership and Emotional Intelligence Quiz (1-4)

• Dinesh was disorganized and had been searching for the calculations that he had worked out, while Deepa saw his lack of eye contact during the presentation as hostile behavior.
• Deepa and Dinesh had been working with different data sources and had different views on what the client was looking for from the presentation.
• Deepa and Dinesh had worked together in the past on another project, and so understood each other’s working styles.
• Deepa and Dinesh had worked with and influenced by different superiors in the past, and so had different ideas about how long the finalization of the presentation can be delayed.

• “It’s better for me to pinpoint these problems here in our team meeting instead of our cutting a sorry figure in front of the client”
• “If you feel 60 % is too radical, then I am willing to make a concession. Let us make it 70 %”
• “This is an important issue. Let us bring the manager in and sort out the issue”
• “Would it help if I share my calculations so that we can explore if there are any gaps in my reasoning?”

• When others have different views, ask questions on their data sources
• Make persistent and unyielding arguments
• Encourage others to explore any gaps in your reasoning
• Make your own reasoning explicit

• It is likely that Sam was hired for his technical skills
• It was Sam’s technical skills that have primarily made him a rising star
• Sam was good with technical, social and cognitive skills
• It would be Sam’s social skills that contribute to his credibility with internal and external stakeholders and help him influence without authority.

• Making Tim aware of his mindset and how that mindset was profoundly demotivating to his direct reports
• Skill training programs on recognizing people and offering praise
• Delay in getting an otherwise well-deserved promotion based on departmental efficiency
• Sharpening Tim’s cognitive and domain skills through seminars and workshops

• Growth mindset
• Performance-centered mindset
• Learning-centered mindset
• People-centered mindset

• Neha’s anxiety before a key presentation is understandable. She should just ignore it.
• Neha is trying to gain emotional self-awareness of developing clarity on her emotions and viewing herself from a third-person perspective
• Neha’s colleague should recognize her lack of self-confidence, and give her a pep talk.
• Neha’s anxiety stems from her low emotional intelligence. Her colleague should help her learn greater self-management.

• Abilities
• Perceptions
• Mission
• Standards

• Realistic self-assessment
• Recognition of the need for new strengths
• Working harder on his strengths and talents that have contributed to his past successes
• Conscious development of a broader set of skills and perspectives that can serve you in the new situation

• Frontline leaders should have strong action bias and not be trapped by set procedures and processes for having to consider multiple viewpoints
• Frontline leaders need awareness of how they behave when they are under stress
• Frontline leaders should strengthen conversations with key stakeholders to clarify expectations and get feedback on what is going well and what’s not going so well
• Frontline leaders should be committed to learning new skills, mindsets and perspectives

• Suspending judgment of the other person
• Following, not leading the conversation
• Remaining exclusively focused on logic without attention to emotions
• Paraphrasing and reflecting accurately what the listener has understood

• Shyam remembers the dialogue verbatim – all the words and details that his team member had expressed
• Shyam is able to tell you how his team member sees and experiences the issues and the context
• Shyam has been able to lead the conversation in the direction that he had intended
• Shyam is able to concisely capture the merits and demerits of the different points made by the team member

• Listening is not applicable to crucial conversations because these involve high stakes, and so people are required to assert more
• With numerous distractions in today’s world, people tend not to listen too well
• Listening should be learnt as a skill and an attitude – apart from skills, you need a mindset of respect, curiosity and non-evaluative stance
• We must listen with both the right brain as well as left – for feeling and for meaning

• “Great idea! Let us implement it without delay”
• “You’re very new to this team. Why don’t you first build stronger relationships with other team members? Then your idea will become more acceptable”
• “It’s a very good idea. But it can be made even better if you do it this way”
• “Please send me an e-mail on this. Right away, I can think of a way of improving it further. I’ll also get inputs from 3 or 4 other members, and then take it for implementation”

• On the basis of her observations, Freida diagnoses Rao’s problem as lack of assertiveness. She points out this problem and gives him some tips on how to enhance his assertiveness.
• Freida sits together with Rao to generate alternative solutions and encourages Rao to consider the consequences of each of those alternatives.
• Freida points out that Rao is ultimately responsible for ensuring project performance and outcomes, and so should come up with solutions rather than problems. She does this with the intention of putting pressure on Rao to get over his timidity.
• Freida shares her personal experience of she had faced and solved such problems even when she was much younger and less experienced.

• Create psychological safety for people to help them express their views openly without risk of appearing negative, ignorant or incompetent
• Create a compelling mission and clear purpose for the team
• Build on diverse viewpoints and perspectives to foster new ideas and synergy
• Bring very bright individuals in the team, and not tie them up with specific expectations

• When the processes/ procedures were modified in the right direction, the interpersonal difficulties went down significantly
• Interpersonal issues are invariably caused by ego hassles, and people need emotional intelligence training
• When there are role overlaps, say between operations and lab personnel, interpersonal problems arise
• Since lab personnel and operations people have different goals and priorities, interpersonal difficulties between these two groups are not surprising

• Am I getting more involved in any place than I should be getting involved – in other words, am I micro-managing any place?
• Are there areas where I ought to get more involved and more helpful, that I am not doing enough at the moment?
• Am I and our business unit doing enough to simultaneously attend to the twin challenges of performing today and creating tomorrow?
• Am I getting involved in areas of business that you don’t think that I should get involved with? And would you be willing to take over that responsibility?

• Examine the scope, complexity, inherent ambiguity and frequency of this task, and determine whether Anwar, Aparna, Payal or Pritam would be the right choice for a given responsibility
• After assigning tasks to each individual, ensure that each member is given sufficient authority and resources needed for successful completion
• Rather than make one person responsible for an entire task, break each task into smaller bits and assign these to different individuals
• None of the above

• Clearly describe the task, project or function to each of the three members, and ensure that each person clearly understands the purpose of the task and the deadlines
• If the delegation to any of the individuals is not working as per plans, quickly take the work back from him/ her and assign it to another member
• With each of the three members, review the scope of the employee’s responsibilities and whether or not the individual demonstrates necessary commitment
• Establish standards of performance, measures of success and levels of accountability, and institute necessary checkpoints to monitor progress

Week- 3
Graded Quiz