Podcasts about primal leadership

In this episode, Kaila and Kyle discuss whether or not millennial managers are too soft, the different styles of management, and how to navigate giving tough feedback. 00:00 Intro 02:29 How Kaila and Kyle define a “millennial manager” 07:49 The difference between a good millennial manager and a bad millennial manager 10:08 Previous generations vs millennials in terms of management styles 15:08 “Primal Leadership” and the styles of management 20:55 What to do if you have a millennial manager 24:27 Advice on receiving feedback 26:26 Different types of feedback you can give 28:20 West Point teachers study Want to get all of Kaila & Kyle's career resources? Subscribe to Per My Last Email: https://www.permylastemailshow.com/  Watch Per My Last Email on YouTube:   @PerMYLastEmailShow Follow Per My Last Email Instagram: @permylastemailshow TikTok: @permylastemailshow Twitter: @permylast_email Have a question for us? Send us an email or voice note to permylastemail@morningbrew.com Learn more about your ad choices. Visit megaphone.fm/adchoices Each week on Per My Last Email, Morning Brew's resident career experts Kaila and Kyle – whose careers have collectively spanned the corporate, government, nonprofit and startup sectors – debate the trickiest challenges in work life, and share tactics on how to overcome them. Share the show with a friend, and leave us a review on your favorite podcast app! Learn more about your ad choices. Visit megaphone.fm/adchoices

Quando si parla di stili di leadership c'è sempre molta confusione. Ce ne sono tanti ma soprattutto la domanda è: qual è quello che funziona più di tutti? In questa puntata ti parlerò dei 4 principali stili di leadership citati da Daniel Goleman nel suo libro "Primal Leadership" e poi ti dirò il segreto dei segreti: lo stile che vince su tutti. Buon ascolto e buona leadership! ---------------------- SEGUI ANCHE IL CANALE INSTAGRAM ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.instagram.com/obiettivo_leader/ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ---------------------- ✉️ CONTATTI E NEWSLETTER Se vuoi parlarmi del tuo team o vuoi semplicemente metterti in contatto con me aggiungimi su ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Linkedin⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Se invece vuoi ricevere riflessioni e approfondimenti legati ai temi della leadership, iscriviti alla mia ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠NEWSLETTER GRATUITA ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ---------------------- CHI SONO Sono Roberto De Angelis e mi occupo di formazione e coaching per manager, aziende e tutte quelle persone o contesti che hanno bisogno di migliorare le competenze legate allo sviluppo della leadership e alla gestione del team.  Guarda la mia storia cliccando qui:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠https://roberto-deangelis.com/chi-sono/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ----------------------

Dr. Richard Boyatzis is a Distinguished University Professor at Case Western Reserve University, renowned for his research on leadership, emotional intelligence, and sustainable change. With a Ph.D. in Social Psychology from Harvard and a background in Aeronautics and Astronautics from MIT, Dr. Boyatzis has authored influential books, including Primal Leadership with Daniel Goleman and Helping People Change. He is ranked in the top 2% of all scientists worldwide by the Public Library of Science and has accumulated over 58 years of research on the Intentional Change Theory. He is the author of a new book, The Science of Change: Discovering Sustained, Desired Change from Individuals to Organizations and Communities.   In today's episode, host Shay Beider speaks with Dr. Richard Boyatzis to unpack the science behind lasting change, focusing on how we can transform our lives by engaging with the Positive Emotional Attractor (PEA) and steering clear of the Negative Emotional Attractor (NEA). He explains that life stressors often activate the NEA, which can close us off and inhibit change. Dr. Boyatzis shares the importance of “resonant relationships” in supporting meaningful change and opening people up to their ideal selves. This episode delves into creating change within family systems and why it is important to consider individual healing in the context of one's family and community.   Transcripts for this episode are available at: https://www.integrativetouch.org/conversations-on-healing    Show Notes: Learn more about Richard Boyatzis here Read his book, “Primal Leadership”, with Daniel Goleman Read “Helping People Change” here Check out his newest book, “The Science of Change”  Look into the MDAnderson Center   This podcast was created by Integrative Touch (InTouch), which is changing healthcare through human connectivity. A leader in the field of integrative medicine, InTouch exists to alleviate pain and isolation for anyone affected by illness, disability or trauma. This includes kids and adults with cancers, genetic conditions, autism, cerebral palsy, traumatic stress, and other serious health issues. The founder, Shay Beider, pioneered a new therapy called Integrative Touch™Therapy that supports healing from trauma and serious illness. The organization provides proven integrative medicine therapies, education and support that fill critical healthcare gaps. Their success is driven by deep compassion, community and integrity.  Each year, InTouch reaches thousands of people at the Integrative Touch Healing Center, both in person and through Telehealth. Thanks to the incredible support of volunteers and contributors, InTouch created a unique scholarship model called Heal it Forward that brings services to people in need at little or no cost to them. To learn more or donate to Heal it Forward, please visit IntegrativeTouch.org  

In this fast-paced world, managing our emotions and understanding those of others is more crucial than ever. Emotional intelligence (EQ) is about recognizing and managing your emotions effectively to reduce stress, communicate, empathize, overcome challenges, and defuse conflict. With high EQ, you can improve relationships, excel at work, and achieve your career and personal goals. Today, Jonathan Youssef is joined by Clay Kirkland, a returning guest with over two decades of coaching experience and a rich background in staff development at the University of Georgia Wesley Foundation. Clay is certified in emotional intelligence and includes EQ as a vital coaching component. Clay breaks down the concept of EQ into four crucial quadrants: self-awareness, self-management, social awareness, and relationship management. This episode isn't just theoretical; it is filled with practical advice, from managing personal emotions to enhancing interpersonal relations in various spheres of life, such as parenting, the workplace, and within the church community.Listeners will gain insights into how emotional intelligence intersects with spiritual maturity, the practical applications of EQ in everyday scenarios, and strategies for developing emotional resilience. Clay's explanations bridge scientific understanding with theological perspectives, making this a must-listen for anyone seeking to enhance their emotional skills and lead a more fulfilling, empathetic life. Join us as we explore how mastering emotional intelligence can lead to profound personal growth and significantly better interactions in all areas of life. This episode is for you, whether you're a leader, a parent, or simply someone looking to understand the emotional dynamics of the human mind.To ask Jonathan a question or connect with the Candid community, visit https://LTW.org/CandidFacebook: https://www.facebook.com/candidpodInstagram: https://www.instagram.com/candidpodTwitter: https://twitter.com/thecandidpodTRANSCRIPT:This transcript recounts Candid Conversations with Jonathan Youssef Episode 254:  What is Emotional Intelligence and Why Does it Matter?: Clay Kirkland [00:01] JONATHAN: Well, today we have a repeat guest. We like having repeat guests. We like to build up some relational collateral with our audience and so we've brought back Clay Kirkland. Clay has spoken on a number of topics, including calling, with us on Candid Conversations, and today we are talking about emotional intelligence. Clay is a life coach with twenty-plus years of experience. He served for eighteen years as the director of staff development at the Wesley Foundation at the University of Georgia in Athens. He has a Master of Divinity from Asbury Theological Seminary and he is a Gallup-Certified Strengths Coach. And so I will say, “Welcome back, Clay.”[00:51] CLAY: Thank you. I appreciate it. Glad to be here. [00:55] JONATHAN: Well, this is a topic that has always been of great interest to me, and obviously to my team as we were having this conversation and your name came up pretty much immediately, and it's this issue of emotional intelligence, EQ, right? That's our abbreviation. So this is not IQ, a measure of general intelligence. This is EQ, emotional intelligence, and so maybe help us define emotional intelligence. Why is it important? What is it? Kind of step us through a little bit of that process.[01:37] CLAY: Sure. Yeah. So it's a great topic. I'm very excited to be here to talk about it. And it's gone through a lot of iterations in terms of its understanding. Probably in the last forty years, really, it's been around and I'd say probably the last fifteen or twenty it's become a major player in conversations both in the business sector and also just in general. If we wanted to really boil it down to probably its simplest form, you would want to think about emotional intelligence in four different parts. Do you know yourself? Can you manage or read yourself? Do you know others? Can you manage and influence others? And that's about as easy as we can get it. We're leaving some things out, but across the bow, that's what we're looking for those four quadrants. There's a self-understanding, there's a social understanding, then there's a self-leadership or management, and there's a social leadership management and understanding.[02:55] JONATHAN: Even in just giving the categories I feel like I'm picking up on the necessity of being able to understand yourself and know yourself, being able to manage yourself, right, self-control—it's a fruit of the Spirit. And then on the relational spectrum, being able to relate to others, are … How do you lead? How do you interpret people's body language and cues and things that are being given off? So let's talk about the importance of just those four categories that you've given us.[03:45] CLAY: Sure. Well, you can, if we start with knowing yourself, right, and then think about that, as it relates to knowing others, we say things in life to our family or things are said about us that lead us back to what we're really talking about when it comes to emotions. So you'll hear people say things like, “He doesn't have a clue what's going on.” Or “Do you realize how angry you sounded when you said that?” And that immediate defensive posture. So in interpersonal relationships, it's pretty much there on a consistent basis, that idea of do you know what's on the other side of you? And that's the self-awareness, right? And then do you know what's happening with the people that are around you? So that's the first part, right; it's just this knowledge. And the great thing—I didn't mention this earlier, but the great thing of this kind of understanding emotional intelligence that plays into a lot of the definitions that people are putting out these days are that these are a set of skills that can be learned. This is not a—[05:09] JONATHAN: You're not born with it.[05:10] CLAY: —personality trait that, you've gotten and you're just stuck there. This is dynamic in a good way, but also in a sobering way in the sense that you can be really good at these and then stop being good at these, or you can be not good at these and then [05:31] CLAY: —they slide. But then outside of that awareness and knowledge, it's what do you do with it? Do you know how to manage yourself? And again, it's an interplay. It's always going to blend with the knowledge. Do you know what's appropriate for the moment either for yourself, coming out of you, with others, and then, can you apply this? So when we think about the brain, we're thinking about this process of your limbic system where the seat of your emotions are, and your prefrontal cortex, where you're making your rational decisions. So do you have understanding of both of those? Do you have control over both of those? And can you manage that—when you're alone—or can you do that also when you're with other people?[06:34] JONATHAN: This is very scientific but also very practical. Let's bring in the world of theology. How do you differentiate between spiritual maturity—or do you differentiate between spiritual maturity and emotional intelligence? Are they one in the same?[06:56] CLAY: I think you have to differentiate between the two, simply because someone who has no spiritual/religious anything—[07:09] JONATHAN: They're capable of growing.[07:13] CLAY: And being very emotionally intelligent. So you're not automatically emotionally intelligent because you have some type of spiritual maturity in the sense of you have a relationship with God or you do certain religious disciplines that make you, in the eyes of other people, highly religious or devout.There has to be a difference there. But when we look at the practical applications of emotional intelligence and you look at them and the practical applications of spiritual maturity—so probably the easiest one to go to is in the New Testament, to look at the fruits of the Spirit. You start talking about love, joy, patience, kindness, goodness. You get all the way down to self-control. And then you pull those back into the outcomes that emotional intelligence is supposed to create, there's a lot of similarities, right? Obviously, self-control is one. Optimism is a massive one, which we can really link to joy and hope. The kindness piece would clearly cover those kind of interpersonal relationships. So it's not a perfect overlay, but that's where you see it.[08:32] JONATHAN: Yeah, lots of connectivity there for sure.[08:34] CLAY: Yes, a lot. [08:38] JONATHAN:You mentioned the limbic system, the prefrontal cortex. Talk me through a little bit of that to give some clarity here.[08:52] CLAY: Sure. And again, let's make it real simple.[08:56] JONATHAN: Thanks.[08:58] CLAY: Yeah, for all of us. You're going to have your reptilian part of your brain. That's your fight, your flight when you're in danger. That's just kind of that aspect. If we get past that, we're typically going to put our neural functions into two other categories. That's going to be your limbic system, and that's the “I feel” place. And then your neocortex, that prefrontal cortex, where you're going to think rationally and you're going to make decisions, you're going to process them.So what we're trying to say is, because you get this a lot when I go around and talk to people about emotional intelligence, you'll typically hear someone or a group of people identify and say, “I don't have a lot of feelings. I'm not very emotional, so I don't know if this is going to help.”[09:59] JONATHAN: “I'm a thinker, not a feeler,” right?[10:01] CLAY: That's correct, which just means that they're leaning much more heavily into one area of their brain than the others. That doesn't mean that they don't feel. It doesn't mean that that limbic system is depressed or deformed or anything else; it just means that they are not as aware that that part of their brain is functioning and can function for them in positive, neutral or negative ways.Again, if you were to describe me and say, “Hey Clay, on a scale of 1 to 10, how emotional are you,” most people then link that to when's the last time you cried? Do you get chill bumps when you watch a video, or a commercial at Christmas, or whatever? And I would say, no, that's not the type of person I am. But that still doesn't mean that that limbic system within my brain isn't an active part of the brain. Because it is. For all of us it is, we're just not leaning into it.[11:14] JONATHAN: So is there a way—I'm sure we're all thinking of a person that perhaps is not leaning into their limbic system, and we're thinking, How do you exercise that? And I'm assuming that your goal with clients and that sort of things is to try and help find balance. I assume you want a balance between being in touch with emotions, right, because emotions can be good indicators. They can also mislead, but they can be good indicators. And then you need a rational side to help navigate that. So how do you sort of exercise—and we can do both sides of that—how do you, for those who are very much a feelings-generated person, how do they exercise their thinking and vice-versa?[12:10] CLAY: All right. So let's start with the person who typically is not necessarily a feeling-type person. I'll give you an example. I had a client several years ago, and he was a CEO of a company and I got brought in to work with him. We were meeting in the lobby of the hotel, like in the restaurant, and I asked him, I said, “Tell me a recent story about something that went wrong at work.”So he tells me the story. And after he finishes, I said, “How do you feel about that?” And he said, “Bad.” I said, “Try something a little bit more deep, descriptive.” And he just stared at me and said, “I don't know, it just made me feel bad.” So I said, “Have you ever heard of the ‘emotions wheel'? It's a very common graphic, you can google it.”So he pulled out his phone and said, “Siri, Google,” and here comes the emotions wheel. It pops up on it and he stares at it. He stares at it for probably seven minutes. I was like, “Wow, I don't know if he's going to be able to do it.”And he finally said, “Angry.”And I said, “All right! Great! This is good. This is good.” So we spent several months with that wheel, using exercises that would help him start to recognize that he has feelings that are coursing in and out of his brain that he just wasn't giving airtime to. So again, people who aren't touchy-feely or aren't kind of the emotional types, they typically won't feel anger. They're aware of that frustration, but what they typically do, they're guarding themselves. And this is where we're going to get off on a rabbit trail, so I'm going to pause myself, but they are typically guarding themselves from certain emotions they don't like or they don't believe are good or not the type of person they would be. Or pain, or whatever, again, can't go there. But that's typically what you see. So we just started to do exercises that caused him to become very aware of the emotions that were coursing through his brain and body and it became helpful. Again, it's not necessarily the end product, but we just needed to at least give some recognition.On the flip side, someone who's highly emotional, again, the way they would describe themselves, and they would say, “Well, I don't really think that much,” they do think a lot; they are just thinking primarily through their emotions. And you said it earlier: they can be great indicators, but they can also be misleading. So that's where we kind of do some exercises for people in that kind of space to really pause and start to learn where they're making their decisions from. Why are you doing this? “Because I feel like it.” What do you feel? “Well, I feel …” and they can just tell you.And so that's when you have to do some exercises where you pause and put them in situations where you say something like, “If your friend was about to do this, how would you tell him or her what to do? What kind of advice would you give them?” That gives them a pause to consider. Or it's a common kind of way that we would do it, but we would debate our emotions. So your classic, classic example for this is—and this just happened recently, so this is a true story, here in this office—I got here early because the fire company told me they needed to come and do a test on the fire system. So 6:30 in the morning I walk through here, only saw one other person in the office and said, “Hey, there's a fire alarm test.” He said, “Okay, great.”So what I didn't notice was that someone was parking and then they were coming into the front doors about ninety seconds after I warned the one person that the fire alarm would go off. And this woman came running down the hallway in panic and scared, because she and I both heard the same fire alarm, but because I had certain knowledge, I had zero panic and fear, and had no emotion towards the fire alarm whatsoever. And she had incredible emotions towards it, and therefore, she was running, she was trying to save people. She was looking for people to save because she thought that we were going up in flames, and she just couldn't believe it.So the point of that is to say when you have something that triggers emotion, you can debate it. If you know that you need to learn something about your emotions, you can debate it, again, to say, “Is there a reason for me to feel any other way? Is there a trigger or consequence that I'm concerned about? Is there any context that I could give myself that could perhaps change the way that I feel currently?”And again, they are all methods. Those are all different ways—and we can get into those exercises if you want to—but the point of those exercises is to pause yourself before you push whenever that limbic system is pushing into your vision, near the forefront of your mind, to make that the only way that you can make a decision. We're just trying to pause you enough to give you an option to have your other parts of your brain work.[18:31] JONATHAN: This sort of happened recently—I should be careful; I should use third-party examples. But my wife and I were at the beach, and our son was playing near and we were talking with friends. And we were keeping an eye on him, and then all of a sudden he was gone. And so we went into full panic mode. And we're looking in the water and it's just like it was emotion-driven. There's very little rational thought process and the panic mode strikes. He's not where he was; something terrible must have happened.And I remember after panicking for a while I finally just stopped. I did the pause, kind of what you're talking about, and I thought, “Okay, we've been here before. He knows this place.” So I told my wife, I said, “Go back up to where we're staying and check for him there.” And then I thought, “There's a little statue that I know he likes. Let me go see maybe if he's gone over there.” Because we hadn't thought, “Well, he ran past us,” because we would have seen him. But I thought, “Well, we might have been engaged in conversation and missed him.”And sure enough, as I'm running to the statue, there he is, playing in the sand. And he had run past us, chasing a seagull or something. And it was like, okay, if I just took a minute to think, all right, what are the logical things that could have happened here? But at the same time, God has given us those panic senses to where if something terrible had happened, your body is in that sort of fight, hopefully not flight, but fight mode of I need to do … I need to, as the example of the lady in the office, she's trying to save people. That's a good thing if the fire alarm is going off. But I see what you're saying in terms of just taking a minute to think, “What information do I have? What am I …?” Because I think your mind probably shuts down, you get into tunnel vision and that sort of thing.Let's talk a little bit about IQ versus EQ. And in terms of the way that we look at people, the way we consider talent, children, workplace environment, hiring, all that sort of thing. How do you see the consequences of prioritizing one over the other kind of play out? [21:04] CLAY: I'd say in the last twenty years or so there's been a push to raise the importance of EQ. Not to diminish IQ, because it's important to learn, become smart, develop that part of your brain. But this isn't a choose one over the other. Now, right, is to say we probably missed it when we were only pushing get smarter, get this score on a test, get this acceptance, then you'll be successful. Harvard Business Review came out and said that there is … the differences between good leaders and great leaders, that gap. If you were to look in that gap and see what's in there, they would say 80 percent of the contents in that gap are in the emotional intelligence sector. So that's what they would say. Daniel Goleman, who's one of the most popular voices on emotional intelligence, wrote Primal Leadership and several other books about it over the course of the past thirty years, he would say that if you're looking to define success and what's going to make you successful in this day and age, he would say 80 percent of the contents of that recipe would also be in emotional intelligence.And I think what they're saying—this is me trying to interpret a little bit—again, it's not to say, “Well, that means only 20 percent is IQ.” That's not what it's saying. It's saying we pushed, “Be smart, be smart, be smart, be smart” so hard, that's almost like a get it. Like when you look at people who work hard in high school, go to college, get really good grades, get a competitive job, I'll bring Google up in a second, but that's that pattern. We said, “IQ, IQ, IQ, IQ.” And here's how you're going to be measured on that, you're going to get rewarded. You're going to get awards, you're going to get plaques, you're going to get acceptance letters, you're going to get scholarships, and you're going to get a job.” That's the way we measure IQ. We pushed that so much, it's almost like you have to do this. But if you also add extra, what is that extra? Well, 80 percent of that extra, I would say, would be emotional intelligence. So that's where I think that those figures are coming from. You can google these things if you want to, but they did two what they would call projects where they studied their employees, one almost around 2000, and then twelve to thirteen years later. And they were very surprised, as was everyone else, because they had kind of the best of the best, the brightest people, the Ivy League schools and so on and so forth. And they were trying to differentiate why some teams were doing better than others and why some individuals were doing better than others. And that's when they started to find out that their term was “soft skills” were trumping hard skills. And they were trumping them in the sense that everyone came almost with the same hard skills—the STEM degrees that they all came with—but then why were some doing really well and why were some not? And that's when they started to see qualities like coachability, curiosity, emotional intelligence, empathy, listening. Those things were what they saw in both individuals and teams to see where people really are being successful.So as a parent and vocationally and all those kind of things, it's not that we should depress one in order to elevate the other as much as you're both working on our ability to become smarter but also your ability to be more emotional.[25:18] JONATHAN: We see this in Scripture, apart from just fruit of the spirit. What are some of the areas? Certainly there's a high level of EQ that we would see, for instance, in the Psalms, which maybe explains why David was a good king and others probably were maybe lacking in those areas. I'm trying to think it as it relates to us in the Christian life specifically and it's interesting that you bring up Google. I would think coding or something in the technology field, I wouldn't think there's as much relationality in business versus like sales or pastoral ministry or something where you really need those muscles exercised. But at the same time, it's interesting that what they're finding is that even in the technology field, your success has a balanced element to those who have the soft skills, who have elements of emotional intelligence and empathy and all those sorts of things are actually helping in that plus area, as you described it. Help us detangle some of that and just thinking like from a scriptural perspective. How does something like emotional intelligence equip you for being better in all those different areas?[27:21] CLAY: Sure. Let me stab that one real quick and then come back to some of those biblical things. You know it's interesting. If you look at statistics back when Millennials were in the limelight, I'd say about ten years ago, they would say at that point that 80 percent of them wanted to work in a place of collaboration; that is what they were desiring in a workplace. Those statistics have only gotten higher as Gen Z's are infiltrating now the workplace.So you see that push for now over half of the workforce, so regardless of what industry you're going to find, you're seeing that desire for camaraderie, teamwork, connections. So even post-COVID where a lot of things have gone hybrid, work models, it's still you're on a Teams meeting, you're on a Zoom meeting, you're still interacting. And so I have several clients, current and former, in that tech space, really smart people, and they do have to code a lot by themselves, but it's when they have to talk to the customer, when they have to talk to the teammate, when they have to interact with the boss that that's where the skills either put them into a place of advantage or [unintelligible]. So it's going to be very difficult for almost any job to be a job where you're not going to need some type of emotional intelligence skills in order to make yourself successful. Can you find it out there? Sure, there's just not that many. So most of us are going to find ourselves in positions where if we have emotional intelligence, we will succeed, stand out, excel.[29:18] JONATHAN: And we're relational beings. I mean, even by our very creation.[29:23] CLAY: Yes, absolutely. So that's that little vignette there. So I would say—you mentioned the Psalms. I mean, the Psalms are great. I love the rhythm of Psalms. I had to take a class in the Psalms when I was in seminary, I chose to, and it was fantastic. But there's almost like this general rhythm of David in the Psalms because most of them from what we understand, or at least at the onset, privately written. And obviously, some of them were more for the tribe, the songs, but typically they were private.So there's this process of raw, honest emotion about the good, the bad, and the ugly of life (I mean, not all of them are sad) and then some possible outcomes that either were happening or could happen. And then there's typically, almost in every psalm, this point to which David or the other psalmists get to where they then recognize who they are and who God is, what God might do compared to what they might do, and then there's a surrender of those things that they've felt and seen and wanted and they let go. And so that in and of itself, you could study that for a long time.Psalm 139, right, it's almost like a classic for emotional intelligence, especially the end, “Search me and know me,” right? So there's self-awareness, I want to be known. “See if there is any hurtful way in me.” That's I want to get better. But this is my favorite part is that at the very end he says, “And then lead me in the way everlasting.” The reason that's my favorite part is because of how it's saying the self-help movement gets it wrong when it puts navel-gazing and self-awareness as the end. Just become aware and the longer you can stay aware and the more that you can stay aware, you're good. It doesn't mean you're good.[31:47] JONATHAN: There's no way forward.[31:50] CLAY: That's correct. Right. So David there it's like, “Hey, I want to be aware of myself. I need to be aware of myself.” The whole psalm is basically saying, “You're absolutely aware of me. I'm pretty much under the spotlight.” I want that awareness and I want you to continue to have that awareness, not so that I can be aware; so that I can then go the ways you want me to go.When I was at Wesley, we had this phrase we would do first-year time, second-year time, third-year time [unintelligible] our second-year term. And this was the phrase that I took there. It said, “We're going to focus on you so that then we can get you out of the way.” So we wanted to have some quote/unquote navel-gazing time. We did strengths finder for them, we had emotional intelligence for them. Again, where there's a lot of awareness. But it's not just so that they can know themselves; it's so that they can know where they need help, where they need to get better, where they are doing well so that we can get all that out of the way so that we don't have to be in the limelight. We can actually then serve others [overlapping voices] and give ourselves over to the things that God wants us to do.And that's why I [unintelligible] [33:21] JONATHAN: That's right. No, you're right on, and that's a helpful sort of thought process through that. I mean, even through that lens of emotional intelligence. We live in a day and age where everything is volatile, people are triggered by anything and everything. And then you add in a layer of social media or anonymity through the computer, which sort of exacerbates our problem. How do we develop greater emotional resilience and self-control? How do we as believers navigate that terrain.[34:11] CLAY: Huge thought there for sure. I'll just take one swing at it, because that's—[34:20] JONATHAN: We'll do a five-part episode.[34:23] CLAY: Yeah, that's a big one. I'll go real technical in terms of emotional intelligence [unintelligible]. In the assessment that I'm trained in and I like to administer to people, it's got subsets. So it's got fifteen of them. Two of them, I think, speak to some of this. One of them is flexibility. And flexibility and that subset is when things change, like you've decided something is going one way but now something out of your control has changed it, how do you respond?On the other side of that coin, the next thing we administer is stress tolerance. Stress tolerance is you want things to change desperately and they're not. They're stuck. [unintelligible] And so in those two, when I look at volatility of our current culture and social media, it's you see a plan so easily in those two regards. Someone has an opinion, someone has the other one, you can't change their opinion, so what are you going to do about it? Nowadays, we just trash the other person.[35:52] JONATHAN: Ad hominem, yeah. [35:54] CLAY: That's our response. On the other side, when we had a plan and now everything has changed and we didn't get to choose that, how do we respond? We blame everybody. We have to find someone to blame because we think that that's going to make it better. Right now we look for someone to blame instead of moving into that place of resilience and grit and realizing that not everything is going to go our way. So part of that emotional intelligence, when you look at how you become flexible, become better at stress tolerance.A huge part of it is just accepting the fact that things are not always going to be good; things are not always going to go your way; and that is everybody's life. You want to take it to a biblical place, then you go back to the words of Jesus where He said, “In this world you'll have trouble.” He's already told you. And everybody's response to it. He gives you the clue, if you're doing it from a Christian perspective, He says, “But I have overcome the world,” meaning that your perspective is going to change how you respond to those situations. If the weight of the world is on that moment, you know, it'll crush you. But if you realize that that's not the weight of the world, regardless of the situation, even if it's going to hurt, those kind of things are going to take a bite out of you, it gives you the ability to realize that you can recover, you can make it through it.And that's a key part, I think, in all of that. I'll give you an example, a real practical example. I use this with my kids, but I also use this with adults for sure. I use it with myself. Ask myself this all the time. I can't remember where I came up with this, but so this is the question when you're faced with a situation that's hard, heavy, frustrating, whatever it is, and you have the option of choosing an emotional, unintelligent response, is this. This is the question I ask. Is this going to be in your book?I can say that to my kids, and they know exactly what I'm talking about. If they don't know what I'm talking about, then I give them this context. At the end of your life, you get two hundred pages to write your autobiography. This situation right now, is this a chapter? Is this a page? Is this a paragraph? Is this a sentence? Or is it on the editing floor? And almost always this will be on the editing floor. And so if it's on the editing floor, then why are we treating it like it's a chapter? And that's the context. So that's the question I ask myself, and I give it to my kids as well and that's what I tell my people at my office. Again, it gives you pause. That's the whole point of this is to pause. But the whole idea of emotional intelligence is this, and how they came up with this, I don't know. People smarter than me. I would say this: that you have six seconds to choose your emotional intelligence response, meaning that your brain likes to default to habits, and so you'll habitually just respond. You think about traffic. Any time I see traffic, I get angry, so shoulders go up, eyebrows go down, my tone changes, whatever, it's just your habit. You're choosing it, you just didn't realize that your brain is in default into the choice. You're really not giving yourself that option.But the six seconds comes into play in the sense of you can actually choose to go a different path. We're talking about neural paths. You can choose a different neural pathway. Your brain would prefer to go the habitual route because then it doesn't have to work that hard. So in all of these things, what we're trying to do is to give ourselves pause enough to alert ourselves that we're probably about to choose a default that is not the best choice, and can we train ourselves to a point where we say, ah, not to do this, probably should do this. It's the train tracks, shifting from one track to another. That's really what we're trying to do in any exercise that we do in emotional intelligence is to pause and then give that new skill an opportunity to get some [unintelligible] and get some legs [unintelligible] [41:18] JONATHAN: And it's funny, because in order to get to that position, you have to have self-awareness. You have to be aware that what's going on is—and I'm just even putting myself in situations where I'm like, oh, that is absolutely my mental state goes to a default position. Oh, this happened and I know that this is my reaction. And you're right; sometimes it's like I don't even think about it. It's just this is just what I do.It makes me think of sort of the enneagram thing, well, that's just who I am. I'm a fill-in-the-number, but there's no, okay, so is that your paradigm? Is that who you are and that defines you? Or are you at a position to where you can challenge yourself, and to your point, take a pause and consider, okay, do I have other options here? I absolutely do. Which is really, if you think about it from a gospel perspective, it's like do I have to keep choosing law over injustice for people over whatever situation? Or at what point do I choose to show grace and mercy, which by definition are undeserved for those people? And that's really where the gospel message comes in, because if God operated under our own default paradigm, if He was created in our image, then it would be law-justice, law-justice all day every day. But grace and mercy are so alien to us, and that's the beauty of Christ's work and what He has done.You've shared a lot of really great and helpful stories, but could you give us some examples of applied EQ principles in—and I'm going to give you three different things, and then I'll remind you of them if you can't remember. So one for parenting, two, the workplace, and three, the church. So we'll start with parenting. [43:32] CLAY: I'll be as practical and as vulnerable as I can. What we're trying to teach—we've got six kids, a major focus for us right now is just empathy, how to put yourself in someone else's shoes. A funny but revealing story is several years ago my wife was crying about a certain matter. One of my sons—[44:02] JONATHAN: Name redacted.[44:05] CLAY: We'll keep it redacted. One of my sons came in and saw her and immediately started crying. And then another one of my sons came in and looked at his brother and said, “Why are you crying?” And he said, “I'm crying because she's crying.” And then that brother who was not crying was like, “That's the weirdest thing I've ever seen.”[44:28] JONATHAN: That doesn't make sense to me. Yeah, yeah, yeah.CLAY: In general, we all have starting points, and those starting points have been formed and fashioned by our personality, our family systems, I mean all of these things. So that's why I love taking these type of assessments, because they show you where you're starting from. Then you get to know where you need to go. So again, take Son A in that story. Empathy is already off the charts. I mean, just his starting point is he's probably at an A-. There's one little uptick and he's perfect.The other son probably at a D or F in that area. He really needs to work on it. And that was me when I took my first assessment of emotional intelligence ten years ago, very low empathy. I've spent several months, almost half a year, keeping an empathy log so I can start to train my brain to think about someone else's emotions. And it got much better, but it's something I really had to learn. In parenting, we're saying regardless of your starting point, this is something that matters. It matters biblical standpoint, it's truly what Jesus did and still does. It, from an interpersonal standpoint, if you can't put yourself in someone else's shoes, that's going to be very difficult for you to have compassion on someone and serve someone to even care when they're not in alignment of what you want.So we have just said this matters. So we are consistently asking our kids when they say something about one of their siblings, “How do you think so-and-so feels about this? Where are they in this story?” So that's our skill right now, so it's above any other skills that we're trying to get. One, as a family of eight, we're hoping to do that well. If we can, have empathy, so we're working on that. When I think about our kids being released into the wild, and if they carry that skill with them, it will carry them a long way, regardless of what they do. And I don't need them to get recognized for it in the long way in the sense that they will do well if they do right by people.[47:29] JONATHAN: They'll be a good friend.[47:31] CLAY: Absolutely. So huge piece in that one, and that's what we've worked with there. In terms of business, I would say the really big piece of business is if you can listen, understand, and then reinterpret what you've heard to other people, you can't help but be successful, because people will flock to you because of your ability to do that. I call it the meeting after the meeting in business. And that's someone, we have a meeting and then something is lost in translation and something's then misinterpreted and then that person is, “That's not what is said. That's not what I meant at all.” And then now they have to go have a meeting about that meeting.[48:29] JONATHAN: I've been in those.[48:30] CLAY: You've been in those. We've all been in those. So now you're having a meeting about a meeting and then you're going to have to leave that meeting and have another meeting in order to let everybody else know what happened in that meeting after the meeting that should have happened in the meeting. And so that differentiator of active listening, being able to communicate empathetically, being able to communicate clearly. You know in emotional intelligence we would talk about emotional self-expression, to be able to clearly say what you're feeling, right? You can see that every day almost in practical experiences in yourself where you've got your typical passive-aggressive, bless you heart type who's lying through their teeth. They don't have any blessings for you, but that's what they say. So that type of differentiator in the business sector is massive, it's just huge, huge.Tell me the third category.[49:40] JONATHAN: The church.[49:42] CLAY: The church, yes. The church, the church, the church. Oh man, this one and a lot of different other places for this one. I'll pick one, and maybe it's probably not the most popular one, I was in ministry for, well, ran it for eighteen years and was in almost twenty years, for nineteen years. Had a lot of friends in ministry. And to see where they are now, I would say that ability to handle emotions, not just their own but other people's, burden-bearing perhaps the more specific term, and then to be able to handle the stress of that, to have mechanisms to keep that at bay. The primary term you're hearing these days is burnout. Burnout to me is when someone and they have had a moral failure, they've stolen money from the church, they've ripped their kids' lives apart, that's not good. But typically what you see before burnout—when we say burnout, like “Hey, I just can't do this anymore,” now they're completely unhealthy and that's going into sexual improprieties, that's going into financial improprieties, that's going into the idea of power and where you're getting your validity and things from. So that's what you typically see before the engine hits failure and we get to see it.And so from that emotional intelligence standpoint, you're thinking about really self-control. In emotional intelligence it's called “impulse control.” Can you have a desire, and understand it, and then make the right decision? That's one of the fifteen subsets that we look at. And if you look at people in ministry, it's so easy to get away with so many things for too long of a time, and it really comes back to [unintelligible] Scripture because [unintelligible] until it's too late. So I think impulse control is real big, again in EQ, for the church to say, “Hey, you can spend time alone with this person, you could charge this to the credit card, you could do a lot of things [unintelligible] and they're going to believe what you say.” [Overlapping voices][52:43] JONATHAN: So even in thinking about each of those ones you've just given us for children (or parenting, rather), workplace, church, it's interesting because all of those, I'm just thinking on the side of this in terms of protecting yourself—not protecting yourself in terms of I want to get away with this, but I want to prevent not having empathy. I want to be able to listen to someone and interpret and relay it back correctly to them. I want to be able to have impulse control. Those all involve, I mean, they are skills of the individual, but at the same time, it requires the assistance of others, I think. It's a very communal—which, of course, emotional intelligence is about relating with others and self. And so it's interesting in thinking about the way you've described or given those examples how much, if you're setting up safeguards or even beyond safeguards you're actually wanting to grow and develop in those skills, it requires community, it requires other around you who are committed to the same goals, so to speak. So in your work, do you—sorry, this is like bucketing rain our here. A hurricane is coming to Athens. Are you—do you encourage people to work these things out, to develop these skills, within a communal setting, accountability levels? And my power's just gone off. We're still connected, so we'll just keep going.[54:42] CLAY: Absolutely. I think the—I would encourage every person to have a communal component to every phase of emotional intelligence [unintelligible]. The assessment piece, you can take one by yourself on your computer and get a score and never share it with anyone what you scored and it would never be as effective as if you shared it.[55:05] JONATHAN: It's the navel-gazing example you gave earlier, self-help.[55:09] CLAY: We're trying to gauge our self-awareness and we're our only judges, and what have we done? So that's why when I do these assessments, my favorite one to do is the 360, because then you've got different people from all different parts of your life that are assessing you. So the assessment piece has to be in community, right? The understanding the good and the bad has to be verified in community.One of the things that we do when I take people through this coaching, especially when they come in for the 360, is to look at what we call the gap analysis. And the cool thing about the gap analysis is you'll see it on both sides of the coin. So when people say they have blind spots, what they typically means is let's say I'm a person with a blind spot. I almost always say that person thinks that they're here and they're actually here. They think they're better—which could be a blind spot. On the slip side, a blind spot is that this person thinks that he or she is here and actually they're much higher, they're here. So they have a lower self-awareness or self-image of themselves in this area than actually what's coming out of them. So you get to see both sides of the gaps. Where are you doing better than you're actually aware of and where you actually do worse? So that has to be in community.And then as you work them out and work on the skills, you're going to have to have people to work them out with and then people to let you know how you're doing. Every phase has to be in community.[56:56] JONATHAN: I'm sure people are listening to this and thinking, “I know someone who needs help with this.” Is it a subject where it's like, “Hey, I sent you a little questionnaire you can fill out to see all your blind spots”? How do you broach the subject with—is it like, “Hey, I'm working on some self-improvement stuff. Would you want to do this with me?” How do you find that others engage their colleagues, friends, family members, whatever, to see this, to have some self-awareness and bring it to the forefront without crushing them or coming across judgmental, etc.?[57:42] CLAY: Yeah, it's if you're trying to inspire—I'll use that term—someone else to do it, yeah, that's … There's not just one way, because you can have a relationship where you can say—[57:56] JONATHAN: And it depends on the person.[57:58] CLAY: Depends on the person. I will get called in to work with people who their bosses are saying, “You have to do this.” They have no choice. And then there's other people who would say, “Hey, I want to bring this up to my husband. How should I do that?” And they have to do it in a much more nuanced way. So I would definitely encourage people to get to that point where they can be honest. If you can be honest with that person, and this isn't to say, You're wrong, you're broken, you're damaged,” as much as to say, “These are skills that both of us or all of us should learn, can we do this together?” Because it's not, again, I'm certified in emotional intelligence and I teach it and coach it, but I still have to live it or I won't be emotionally intelligent. So no one arrives. You learn it, but you still have to do it. So everyone can join in. And that's what I would say the best approach to other people is to say, “Hey, let's do this together.” Because no one can say, “Hey, I hope you get to this point.”[59:13] JONATHAN: When you're like me, then you've arrived. Well, Clay, this has been such a big help for me just even in understanding the neurological things, the neurological pathways and thinking about my own mental habits that have come in play, thinking about self-awareness, other awareness. I think these are just such important factors. We see them through Scripture. We know the heart of God. We see the sovereignty of God over all things. We can have hope in Him. And just having an awareness of this, I think, helps us to serve the body, to serve the lost in such helpful ways. And so I'm grateful for your training and your expertise in this area, and I'm just grateful that you were able to take the time to join us on Candid Conversations.[01:00:13] CLAY: Glad to have done it. Thank you so much for the opportunity.[01:00:15] JONATHAN: Of course. God bless. 

As a leader it can be hard to relate to your team at times. Whether it be because of interests, age gaps, maturity levels, or personality, it is something we need to learn to overcome. A team is only as good as their leader and if the leader is unable to find a way to connect, motivate, encourage, and build up their team, there isn't going to much of a team for very long.Alison Mullins is the author of “The Art of Selling: We Make Order Makers, Not Order Takers” & the founder of Rep Methods Sales Training. With over 20 years of experience in sales, merchandising, marketing, and content creation, she has built her business on the principles of selling. Alison has extensive knowledge and experience in stone, textiles, fashion, and luxury wholesale manufacturing. Pulling from the book Primal Leadership, Alison has been able to apply limbic resonance to her training methods to allow leaders to have a higher emotional IQ and better connect with their teams.Listen in to this weeks episode of the Floor Academy podcast as we discuss what limbic resonance is, how to apply it to yourself, and what it can do for you, your company and your team.Check out our sponsorsJohns ManvilleThe International Surfaces EventKronus SoftCheck out our website and storeSupport the show

In this episode of the Business Legacy Podcast, we delve into the insightful book Primal Leadership and its impact on our understanding of leadership. Co-authored by Daniel Goleman, Richard Boyatzis, and Annie McKee, this book explores the concept of emotional intelligence and its significance in effective leadership. It takes us on a journey through the six different leadership styles, each possessing unique characteristics and effects. As a young leader, I grappled with defining my own leadership style, and this book served as a guiding light, helping me unravel the various styles and contemplate the kind of leader I aspired to be.   Topics covered in this Episode: The concept of emotional intelligence and its impact on effective leadership The different leadership styles visionary, coaching, affiliative, democratic, pace-setting, and commanding leadership. The effectiveness of each style depends on the organization's culture, the nature of the task, and individual capabilities.   Resources: Primal Leadership : Realizing the Power of Emotional Intelligence  By: Arthur Morey, Daniel Goleman, Richard Boyatzis, Annie McJKee   Connect with Paul Website: https://innovativewealth.com/Instagram: https://businesslegacypodcast.com/ Episodes mentioned in the Podcast: What is your relationship with Risk? From High School Dropout to Oxford: Dr. Pradeep Kumar Sacitharan's Journey To Entrepreneurial Success Growth, Persistence & Perseverance w/ Mike Molinet: How to Achieve Success    

“When you create relationships where people feel listened to, cared for, a part of something, and they feel like they belong, you're doing something really human. And that's where we unleash our talent.”In this episode, I talk to Dr. Richard Boyatzis, one of the world's leading experts in leadership development and emotional intelligence. A senior executive I was working with in 2008 handed out the book “Primal Leadership” to his entire executive leadership team. We then facilitated discussions about emotional intelligence and leadership that greatly impacted leadership expectations and ultimately the culture of the company.I am thrilled to have one of the co-authors of that book with me today to discuss not only the topic of emotional intelligence, but also leadership development, the importance of emotional intelligence and leadership, and how leaders can help people change through the power of coaching.  We talk about his latest book, “Helping People Change: Coaching With Compassion for Lifelong Learning and Growth” and how trying to “fix” people is a faulty goal. Great leaders are also great coaches, and we discuss how leaders can become better at coaching others.There are too many gems of wisdom in this episode to describe. If you are seeking to increase your overall leadership effectiveness, you won't want to miss this episode.In this episode:Richard's journey from astronautics to his role todayCoaching people to be open to learning and changeGood intentions don't mean effective changePaying attention to the quality of your relationships as a leaderThe importance of a shared sense of purposePower Presence Academy: Practical Wisdom for Leaders is the go-to podcast for anyone who leads. Your host is Janet Ioli, leadership and human development expert, sought-after coach and advisor to global executives, and former executive with experience in four Fortune 100 companies. Dr. Richard Boyatzis is a best-selling author and one of the world's leading experts in leadership development and emotional intelligence. His nine books include the international best-seller Primal Leadership, which he co-authored with Daniel Goleman and Annie McKee. He is the Distinguished University Professor and the HR Horvitz Professor of Family Business at Case Western Reserve University in Cleveland and a Professor in Human Resources at ESADE in Barcelona, one of the top business schools in the world. He has written over 150 articles on leadership, motivation, behavioral change, emotional intelligence, and managerial competencies. His latest research is the analysis of the neuroscience of effective leadership and coaching.Dr. Boyatzis's latest book, Helping People Change.Read Dr. Richard Boyatzis's book Primal Leadership or find more of his books here.Check out my book Less Ego, More Soul: A Modern Reinvention Guide for Women. Connect with Richard Boyatzis on LinkedInConnect with Janet Ioli:Website: janetioli.comLinkedin: Janet IoliInstagram: @janetioliJanet is the founder of Power Presence Academy. She helps leaders ground themselves with confidence, connection, and purpose and lead with Less Ego, More Soul.

John D. Rockefeller was one of the most successful businessmen in human history. His work fueled the industrialist revolution that changed the world forever. Cultures That Work founder Dr. Craig Overmyer is a Scaling Up-certified coach and helps leaders adopt the same habits that allowed Rockefeller to rise to the top of the business world. He takes notoriously complex topics and simplifies them. In this episode you'll learn what challenges executives face in scaling their teams, how to overcome conflict productively, and how to liberate yourself from the drama inside your organization. Get in touch with Gretchen, and let her know which impactful leaders you'd like to hear from: Connect on LinkedIn Dr. Craig Overmyer mentions Verne Harnish's Scaling Up, his own Accelerate thru Conflict and Primal Leadership by Daniel Goldman.

We have a very special guest this week who is a leader in his community, family, and businesses. Brian Hess joins your host Josh Meunier to talk about his journey of building great teams through leadership. Brian is the leader of several organizations including The Pavement Group, Top Contractor School, Lead Revenue, his podcast: The Perspective Podcast, and helps other leaders in his community through coaching and mentoring. In this episode we discuss how opening the doors to your team to allow for thoughtful disagreement empowers employees and to embrace this type of conflict internally to create better solutions for the mission of the organization. Brian comes from a long history in the construction space until he was forced to take the leap into entrepreneurship and talks about embracing that fear and finding his purpose that has driven him to uncommon success. Enjoy as you learn how to lead yourself, lead your team, and overcome fear with Brian Hess. Connect with Brian Hess:All platforms: @realbrianhessConnect with Josh:@joshmeunierofficial@theuncommonelement@free.space.studioTwitter @josh_meunier_LinkedIn: https://www.linkedin.com/in/josh-meunier-94026011Facebook: https://www.facebook.com/profile.php?id=1824903Website:www.uncommonelement.comwww.freespacestudio.comEmail:Coaching:Josh@winrateconsulting.comPodcast: theuncommonelementpodcast@gmail.comDesign Work:Freespacestudiotx@gmail.com

Leadership can be tough for a ton of reasons, but very rewarding too. There I said it (leadership is tough) and many of you think it and know it to be true. Today's episode of #YourMorningCommute goes back to the basics with four leadership lens, also known as Primal Leadership. I hope you listen in and rate yourself on these four lens of Authenticity, Coaching, Insight, Innovation. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/yourmorningcommute/message Support this podcast: https://anchor.fm/yourmorningcommute/support

Author professor Richard Boyatzis joins me to talk how management isn't about just IQ, competencies, Daniel Goleman, why leadership training doesn't work, emotional contagion, neuroscience, nature, stress, renewal movements, play, hope, what leads to change, sobriety, weight loss, and narcissism. A wise experienced man worth listening to. Richard E. Boyatzis is Distinguished University Professor of Case Western Reserve University, He graduated from MIT and Harvard. He has authored more than 200 articles and 9 books on leadership, competencies, emotional intelligence, competency development, coaching, neuroscience and management education, including the international best-seller, Primal Leadership with Daniel Goleman and Annie McKee and the recent Helping People Change with Melvin Smith and Ellen Van Oosten. His Coursera MOOCs have over a million enrolled.  Professor, Departments of Organizational Behavior, Psychology, and Cognitive Science Connect with Richard Boyatzis :  https://www.facebook.com/richard.boyatzis Read also Helping People Change from Harvard Business Review Press on Amazon.com at https://www.amazon.com/Helping-People-Change-Coaching-Compassion/dp/1633696561/  Our latest paper on renewal and stress: Boyatzis, R.E., Goleman, D., Dhar, U., & Osiri, J.K. (2021). Thrive and survive: Assessing personal sustainability. Consulting Psychology Journal. 73 (1).27-50. https://doi.org/10.1037/cpb0000193 To access a free copy of our recent paper on quality of relationships: Boyatzis, R.E., & Rochford, K. (2020). Relational climate in the workplace: Dimensions, measurement and validation. Frontiers in Psychology. 11(article 85). https://doi.org/10.3389/fpsyg.2020.00085 Check out my FREE online course, Inspiring Leadership through Emotional Intelligence https://www.coursera.org/#course/lead-ei   

The grind of surgical training has been celebrated in the past, but to what end? With mounting evidence that supports a high prevalence of burnout in the surgical community, surgical educators and leaders are often called to develop initiatives to address the detrimental and potentially irreversible effects on trainees' wellness during surgical training. We invite Dr. David Rogers, who has personally experienced burnout, to share his insight and expertise in improving workplace wellness. Spoiler: it's not as easy as group yoga sessions and daily donuts. Hosts: Dr. David Rogers Dr. Jeremy Lipman Dr. Judith French Dr. Amy Han Learning Objectives 1.     Listeners will be able to define wellness in the context of surgical training. 2.     Listeners will be able to better characterize and recognize signs of burnout among surgeons and surgical trainees. 3.     Listeners will be able identify strategies for overcoming burnout.  4.     Listeners will be able to apply conceptual frameworks from workplace wellness outside of medicine that can guide developing effective programs that promote wellness in surgical education community. References: Torres-Landa S, Moreno K, Brasel KJ, Rogers DA. Identification of Leadership Behaviors that Impact General Surgery Junior Residents' Well-being: A Needs Assessment in a Single Academic Center. J Surg Educ. 2022;79(1):86-93. doi:10.1016/j.jsurg.2021.07.017 Coverdill JE, Bittner IV JG, Park MA, Pipkin WL, Mellinger JD. Fatigue as impairment or educational necessity? Insights into surgical culture. Acad Med. 2011;86:S69-72. Dyrbye LN, Thomas MR, Harper W, et al. The learning environment and medical student burnout: a multicentre study. Med Educ. 2009;43(3):274-282. doi:10.1111/j.1365-2923.2008.03282.x Dyrbye L, Shanafelt T. A narrative review on burnout experienced by medical students and residents. Med Educ. 2016;50(1):132-149. doi:10.1111/medu.12927 Bordage G. Conceptual frameworks to illuminate and magnify. Med Educ. 2009;43(4):312 319. doi:10.1111/j.1365-2923.2009.03295.x Bakker AB, de Vries JD. Job Demands–Resources theory and self-regulation: New explanations and remedies for job burnout. Anxiety, Stress, & Coping. 2021;34: 1-21. Georgiadis F. Author Dr Amit Sood: Rising Through Resilience; Five Things You Can Do To Become More Resilient. Medium. https://medium.com/authority-magazine/author-dr-amit-sood-rising-through-resilience-five-things-you-can-do-to-become-more-resilient-673b0a1e9f2a. Published 2020. Accessed May 10, 2022. Gino F. Are You Too Stressed to Be Productive? Or Not Stressed Enough? Harvard Business Review. Published October 5, 2017. https://hbr.org/2016/04/are-you-too-stressed-to-be-productive-or-not-stressed-enough Goleman D. Primal Leadership, with a New Preface by the Authors : Unleashing the Power of Emotional ... Intelligence.Harvard Bus Review Press; 2016. Please visit behindtheknife.org to access other high-yield surgical education podcasts, videos and more.  

Welcome Loves!I am SO glad you are here.This week I am joined by the amazing Dr. Lars Gunnar. A founder, educator and chiropractor in the Gonstead Method specializing in functional medicine, high performance, and prenatal care.We covered A LOT! Dr. Lars shares his philosophy and practice in healing and how our spine health impacts every other area of our lives…even our relationships! We also dive deep into flow state…what it is and how to get there. We talked about our own superpowers and how each of us have our unique superpowers…we just have to be open to seeing what they are!You're gonna like this, buckle up and let's dive in! What we dive into: The body is meant to be healthy.A History of Chiropractic…founded on whole body, whole life healing.The Gonstead System vs. other Chiropractic systems.When you speak to healing all parts of the nervous system you speak to blood supply, the brain, consciousness, all organ function…the whole body and energetic.Beginning to notice the subtleties in your body's messaging to recognize when you are in misalignment.Genetics are blueprints for your life, they don't fully dictate your life or health. It's up to you!We can do the simplest things that cause healing. We are complex enough that it takes intention.Turning inward to listen to what You are trying to tell You.Connecting to your heart, your empathy, and intuition as a way to grow your business.Realizing our Gifts.Our emotional breakdowns, trauma, and challenges can be the greatest catalysts for our calling activation.The spine projects the entire story of how we are eating, sleeping, treating ourselves, dealing with our emotional stories.Co-partnering in your health & wellness. Learning to be your own health advocate and a co-partner with the professionals you choose to work with you.It's not the pain that necessarily brings people to see Dr. Lars, it's what they can't do in their lives. Overcoming limitations with life, relationships, athletic goals, pregnancy…. So everyone can do the things in their lives that better the world.Embracing your superpowers! We talk about different ways our intuitive gifts and superpowers have shown up….and that these are available for EVERYONE!Getting into Flow State. It's about how we interact with the Universe. Thoughts are electric.We do best with routines as humans. Thriving with am, pm, and daily routines to elevate your health and connect you more deeply to flow state and life calling.Accessing your Primal Leadership. Thank you friends for listening in!Make sure you subscribe so you don't miss a single episode and would be SO grateful for your likes and reviews.So much coming your way...Amazing guests, New episodes, and a lot  happening at Chaos & Calm.Make sure you check out chaoscalm.com for all the news on courses, training, classes, events and while you are there check out all the free resources, tools, and inspiration!You can join in more of the conversation and community by clicking the link below for the In The Calm Community! All my love friends! I hope you have the most amazing week ahead, and see you soon. Connect to Your Community & Georgie:www.ChaosCalm.comITC COMMUNITYINSTAGRAM GEORGIE Connect with Dr. Lars Gunnar:WEBSITEINSTAGRAM Resources Mentioned:FLOW STATEHedonic SchedulingHuman Design

In this episode we discuss the book Primal Leadership by Daniel Goleman and how we can improve our leadership by understanding the keys  of emotional intelligence.

Join us on Be Brave at Work as we continue our conversation with Richard Boyatzis. Richard is a Distinguished University Professor of Case Western Reserve University, Professor in the Departments of Organizational Behavior, Psychology, and Cognitive Science. He has a BS in Aeronautics and Astronautics from MIT, a MS and Ph.D. in Social Psychology from Harvard University. Using his Intentional Change Theory (ICT), he studies sustained, desired change at all levels of human endeavor from individuals to country change. He began research on helping and coaching in 1967, and began coaching executives in 1969. About thirty years ago, he launched a series of longitudinal studies on coaching, followed by three fMRI and two hormonal studies of coaching processes that are more effective in helping people be open to change than typical approaches. Based on his work which was begun in 1970 as one of the founders of the competency movement in HR, he has launched several landmark research on the competencies of coaches that predict client change. He is the author of more than 200 scholarly articles and 75 practitioner articles on leadership, competencies, emotional intelligence, competency development, coaching, neuroscience and management education. His Coursera MOOCs on leadership, emotional intelligence and coaching have over one and a half million visitors and enrolled from 215 countries. His 9 books include: The Competent Manager; the international best-seller, Primal Leadership with Daniel Goleman and Annie McKee; and Resonant Leadership, with Annie McKee, and Helping People Change: Coaching with Compassion or Lifelong Learning and Growth with Melvin Smith and Ellen Van Oosten. He is Fellow of the Association of Psychological Science, the Society of Industrial and Organizational Psychology, and the American Psychological Association. Links of Interest Helping People Change from Harvard Business Review Press Our latest paper on renewal and stress: Boyatzis, R.E., Goleman, D., Dhar, U., & Osiri, J.K. (2021). Thrive and survive: Assessing personal sustainability. Consulting Psychology Journal. 73 (1).27-50. To access a free copy of our recent paper on quality of relationships: Boyatzis, R.E., & Rochford, K. (2020). Relational climate in the workplace: Dimensions, measurement and validation. Frontiers in Psychology. 11(article 85). Check out my FREE on-line course, Inspiring Leadership through Emotional Intelligence A special thank you to our sponsor, Cabot Risk Strategies. For more information, please visit them at CabotRisk.com Please click the button to subscribe so you don't miss any episodes and leave a review if your favorite podcast app has that ability. Thank you! More information about Ed, visit Excellius.com © 2022 Ed Evarts

Join us on Be Brave at Work for our conversation with Richard Boyatzis. Richard is a Distinguished University Professor of Case Western Reserve University, Professor in the Departments of Organizational Behavior, Psychology, and Cognitive Science. He has a BS in Aeronautics and Astronautics from MIT, a MS and Ph.D. in Social Psychology from Harvard University. Using his Intentional Change Theory (ICT), he studies sustained, desired change at all levels of human endeavor from individuals to country change. He began research on helping and coaching in 1967, and began coaching executives in 1969. About thirty years ago, he launched a series of longitudinal studies on coaching, followed by three fMRI and two hormonal studies of coaching processes that are more effective in helping people be open to change than typical approaches. Based on his work which was begun in 1970 as one of the founders of the competency movement in HR, he has launched several landmark research on the competencies of coaches that predict client change. He is the author of more than 200 scholarly articles and 75 practitioner articles on leadership, competencies, emotional intelligence, competency development, coaching, neuroscience and management education. His Coursera MOOCs on leadership, emotional intelligence and coaching have over one and a half million visitors and enrolled from 215 countries. His 9 books include: The Competent Manager; the international best-seller, Primal Leadership with Daniel Goleman and Annie McKee; and Resonant Leadership, with Annie McKee, and Helping People Change: Coaching with Compassion or Lifelong Learning and Growth with Melvin Smith and Ellen Van Oosten. He is Fellow of the Association of Psychological Science, the Society of Industrial and Organizational Psychology, and the American Psychological Association. Links of Interest Helping People Change from Harvard Business Review Press Our latest paper on renewal and stress: Boyatzis, R.E., Goleman, D., Dhar, U., & Osiri, J.K. (2021). Thrive and survive: Assessing personal sustainability. Consulting Psychology Journal. 73 (1).27-50. To access a free copy of our recent paper on quality of relationships: Boyatzis, R.E., & Rochford, K. (2020). Relational climate in the workplace: Dimensions, measurement and validation. Frontiers in Psychology. 11(article 85). Check out my FREE on-line course, Inspiring Leadership through Emotional Intelligence A special thank you to our sponsor, Cabot Risk Strategies. For more information, please visit them at CabotRisk.com Please click the button to subscribe so you don't miss any episodes and leave a review if your favorite podcast app has that ability. Thank you! More information about Ed, visit Excellius.com © 2022 Ed Evarts

The Highly Sensitive Leader: It may not seem like it, but Highly Sensitive People make phenomenal leaders. The future of organizations and leadership requires more Highly Sensitive People to lead teams because of their unique ability to empathize with their staff, especially if they can hone and regulate their own system so that they do not get overwhelmed or drained. The future of leadership requires leaders be more empathetic and lead themselves in a way that makes people feel seen, heard and like they belong. As a Highly Sensitive Person, you probably are familiar with the feeling of not being seen or heard or like you belong, making HSP's the perfect people to lead teams through complex, difficult situations. HSP's are masters at empowering others, which enables people to feel safe and like they can bring their whole selves to the world. Jennifer Tsang is an ICF Leadership Coach who partners with executives, leaders & everyday people to build more consciousness into how they lead their teams and most importantly, themselves. She believes that leadership is an inside out approach. As someone who has worked on her own personal development and self-leadership for over 15 years, she started her coaching practice in 2020 to help others discover how to lead themselves and grow professionally and personally. Today, Jennifer offers a wide variety of programs and services – from individual coaching, to group and team coaching and facilitated group conversations. Show Highlights: How Highly Sensitive People make great leaders. Understand ways that you can identify Highly Sensitive Leaders in your organization. Start to develop ways to cultivate the strengths of being a Highly Sensitive Person. Start to see the positives of being a Highly Sensitive Person. The future of leadership is all about empathy and sensitivity. Resources: Why Highly Sensitive People Make The Best Leaders, According To A Psychologist: https://www.forbes.com/sites/melodywilding/2020/04/13/why-highly-sensitive-people-make-the-best-leaders-according-to-a-psychologist/?sh=c8b18205db92 3 Reasons HSPs Make Better Leaders: https://www.linkedin.com/pulse/20140903182945-1552470-3-reasons-hsps-make-better-leaders/ Primal Leadership (the book): https://www.amazon.com/Primal-Leadership-New-Preface-Authors/dp/1422168034/ref=sr_1_2?dchild=1&keywords=primal+leadership&qid=1628288440&sr=8-2 If you want to contact Jennifer Tsang, visit: Website: http://coachwithinsight.com Twitter: https://twitter/com/jenntsang LinkedIn: https://www.linkedin.com/in/jenn-tsang YouTube: https://www.youtube.com/channel/UCLH82NqeTJPyr3Yi_saY3Ng Follow the conversation on Twitter every Wednesday at 5pm PST/8pm EST #LeadersChat

Killing Mr. Spock - Emotional Focus: Tim Ash........Our guest on this episode is Tim Ash. Tim is an acknowledged authority on evolutionary psychology and digital marketing. He is a highly sought-after international keynote speaker. Tim has been mentioned by Forbes as a Top-10 Online Marketing Expert, and by Entrepreneur Magazine as an Online Marketing Influencer to Watch. He earned a dual-major Bachelor of Science degree “with highest distinction” in Computer Engineering and Cognitive Science from U.C. San Diego while studying on a U.C. Regents Scholarship (the highest academic award of the U.C. system). Tim stayed on at U.C. San Diego for Ph.D. studies focused on machine learning and artificial intelligence. For nineteen years, Tim was the co-founder and CEO of SiteTuners, a digital optimization agency. He helped to create over 1.2 billion dollars in value for companies like Google, Expedia, eHarmony, Facebook, American Express, Canon, Nestle, Siemens, and Cisco. Tim is the bestselling author of ‘Unleash Your Primal Brain,’ which has sold 50,000 copies sold worldwide and has been translated into six languages.More about Tim Ash: TimAsh.com  PrimalBrain.com Social Media https://twitter.com/tim_as  https://www.linkedin.com/in/timash/detail/contact-info/.........To find out more about hiring Dov Baron as an advisor or strategist for yourself or your organization: http://DovBaron.com Get bonus content on Patreon See acast.com/privacy for privacy and opt-out information.

Richard Boyatzis shares compelling research on how to open others up to change. — YOU'LL LEARN — 1) Why goals don't motivate us to change—and what does2) The biological key that opens people up to change3) Four principles for making change stickSubscribe or visit AwesomeAtYourJob.com/ep641 for clickable versions of the links below. — ABOUT RICHARD — Richard E. Boyatzis is Distinguished University Professor of Case Western Reserve University, Professor in the Departments of Organizational Behavior, Psychology, and Cognitive Science, and HR Horvitz Professor of Family Business. He has a BS in Aeronautics and Astronautics from MIT, a MS and Ph.D. in Social Psychology from Harvard University. Using his Intentional Change Theory (ICT), he studies sustained, desired change of individuals, teams, organizations, communities and countries since 1967. He is the author of more than 200 articles and 9 books on leadership, competencies, emotional intelligence, competency development, coaching, neuroscience and management education, including the international best-seller, Primal Leadership with Daniel Goleman and Annie McKee and the recent Helping People Change with Melvin Smith and Ellen Van Oosten. His Coursera MOOCs, including Inspiring Leadership Through Emotional Intelligence has over a million enrolled from 215 countries. He is Fellow of the Association of Psychological Science, the Society of Industrial and Organizational Psychology, and the American Psychological Association. • Richard's book: Helping People Change: Coaching with Compassion for Lifelong Learning and Growth with Melvin Smith and Ellen Van Oosten • Richard's book: Primal Leadership, With a New Preface by the Authors: Unleashing the Power of Emotional Intelligence (Unleashing the Power of Emotional Intelligence) with Daniel Goleman and Annie McKee • Richard's book: Resonant Leadership: Renewing Yourself and Connecting with Others Through Mindfulness, Hope, and Compassion with Annie McKee • Richard's course: Inspiring Leadership Through Emotional Intelligence — RESOURCES MENTIONED IN THE SHOW — • Book: Young Man Luther: A Study in Psychoanalysis and History (Austen Riggs Monograph S) by Erik Erikson • Book: Gandhi's Truth: On the Origins of Militant Nonviolence by Erik Erikson • Book: Crime and Punishment by Fyodor Dostoyevsky • Book: The Achieving Society by David McClelland • Book: Power: The inner experience by David McClelland • Book: The Great Gatsby by F. Scott Fitzgerald See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Let's explore ten of the best books for leaders.  As you may know, leadership is one of the most valuable skills in business.  It's important for CEOs, managers, and anyone else interested in inspiring or influencing others.So regardless of your role in business, if you're interested in becoming a better leader, these books can help. Each one covers a unique and valuable perspective, so be sure to review the list to choose the ones that are most relevant to you.  I believe they are 10 of the very best leadership books available today.CLICK HERE FOR THE FULL ARTICLE, BOOK LINKS, AND MORE:

On today’s show we are reviewing “Yes to Life, in spite of everything “ by Viktor Frankl. Viktor Frankl is best known for hist book “man’s search for meaning “ which chronicles his discovery of the meaning of life during his 3 years in 5 different concentration camps during WW2. During that time he saw his parents killed and his pregnant wife. Somehow he managed to survive. The book Yes to Life was curated by Daniel Goleman who assembled a series of lectures given by Viktor Frankl in 1946, only a year after the end of the war, and before the publication of Frankl’s groundbreaking book. Daniel Goleman is a best selling author known for his own body of work including the books “Emotional Intelligence “, “Primal Leadership “ , “Focus”, and “Altered Traits” to name just a few. After the War, most people who survived the atrocities emigrated to start a new life rather than reintegrate in the community that allowed such horror to take place. Frankl on the other hand returned to his native Vienna where he became professor neurology and psychiatry at the University of Vienna. He would look into the eyes of colleagues who claimed ignorance of the Nazi machine, even when they were part of it. He developed a new body of work in understanding psychotherapy called logo therapy. He held visiting professorships at Harvard, Stanford, Southern Methodist and Duquesne universities. For four decades he made countless lecture tours all over the world. He received in total 29 honorary doctorates. He authored thirty-nine books which have been translated into 50 languages to date. The book “Yes to Life” brings forward some of Frankl’s clearest thinking in the immediate aftermath of the holocaust. In our social media infused, consumption driven, Netflix intoxicated world, we rarely slow down enough to ask existential questions. Frankl is clearly focused on answering the very fundamental question about the meaning of life. Since death is certain, does not life itself become meaningless? Does death not make all our beginnings seem pointless from the start, since nothing endures? Let’s ask the question the other way around. What if we were immortal? But if we were immortal we could postpone everything. It would never truly matter whether we did a particular thing right now or the next day or the day after or in a decade. There would be no reason to do something right now or experience something right now. There would be an infinite amount of time. The fact that we are mortal and our time is restricted and our possibilities are limited is what makes it meaningful to do something. Therefore our mortality form the background against which our act of being becomes a responsibility. We do not judge the life history of a particular by the number of pages in their life story, but by the richness of the content it contains. Every hour, every minute loads our existence with the weight of a terrible and yet beautiful responsibility. Any hour whose demands we do not fulfill, or fulfill halfheartedly, this hour is forfeited ,for all eternity. Life can only become more meaningful the more difficult it becomes. The athlete, the mountain climber who actively seeks more difficult tasks, creates difficulties for themselves. If life has meaning, then suffering must also have meaning. Our modern culture seems obsessed with having a happy life, a life free from stress with all the creature comforts. Compared with our great grandparents, most of us live like royalty, and yet how many are happy? Frankl makes the case with example after example that people created their own sense of meaning from within. They didn’t rely upon external circumstances to establish that sense of meaning. Their own agency created the meaning even under the most adverse conditions. Though written in 1946, these lectures stand as a timeless piece of work.

International Best Selling Author Richard Boyatzis shares how you can help your people grow. He has studied coaching and management his entire life and has some very simple and powerful ways you can make better connections to inspire and lead your teams. His book Helping People Change is an excellent tool for building a better connection with your team. Another excellent book of Richard's is Primal Leadership that he co-wrote with Daniel Goleman. Yep the Emotional Intelligence Guru. 

I’m pretty sure every one of us has experienced some level of high stress, especially these days! I am here with Jeff Banman, a former firefighter, U.S. Army Ranger, and CIA Counter-terrorism Operator. He’s made a career of studying successful people and discovering which variables allow them to survive or even thrive in stressful situations. Jeff has taken all he’s learned from years of conducting operations and missions all over the world and applied it to all aspects of modern-day parenting. Jeff is a parent as well, so we also talk about how to foster this mindset of resilience and strength in your kids from an early age. I think you’ll enjoy this super creative and science-based way to look at adversity as much as I did. Episode Highlights With Jeff Banman What combat situations teach us about the brain Jeff’s three Cs that allow kids (and adults) to thrive: comfort, confidence, and creativity Why parenting may be the toughest and most important leadership role anyone can have What it means to live in a conscious parenting zone Tips and strategies for getting comfortable with discomfort How heart rate variability lets us see stress Ways to find (and create) calm even when there’s chaos How to judge an acceptable and healthy level of risk for kids Why Jeff made it his life’s mission to help people be more resilient And more! Resources We Mention Mindset Radio Podcast Breaking the Habit of Being Yourself: How to Lose Your Mind & Create a New One by Joe Dispenza Ryan Holiday books (Stillness Is the Key and more) Mark Manson books (The Subtle Art of Not Giving a F*ck and more) Primal Leadership by Daniel Goleman Can you relate to Jeff’s life lessons? What was your biggest takeaway from this episode? Please drop a comment below or leave a review on iTunes to let us know. We value knowing what you think and this helps other moms find the podcast as well. Read TranscriptChild: Welcome to my Mommy’s podcast. This episode is sponsored by Joovv Red Light Therapy, a natural red light therapy in your very own home. We may not think of light when we think of essent

Richard Boyatzis is the Distinguished Professor in the Department of Organizational Behavior, Psychology and Cognitive Science at the Case Western Reserve university. His books include the international bestseller Primal Leadership with Daniel Goldman and Annie McKee. His latest book is called Helping People Change.In this timely podcast, we talk about how disruptions can create threat states in the body. Dr. Boyatzis shares neuroscience research about how we can help ourselves become more agile to change by activating the empathic neural networks in our body. He also shares quick practices to help your team adapt to and be creative in times of change.

Richard Boyatzis is Distinguished University Professor at Case Western Reserve University and is one of the world’s experts on emotional intelligence. His great new book is Helping People Change: Coaching with Compassion for Lifelong Learning and Growth. He has a B.S. in Aeronautics and Astronautics from MIT, and a Ph.D. in Social Psychology from Harvard. Using his Intentional Change Theory (ICT), he studies sustained, desired change at all levels of human endeavor from individuals, teams, organizations, communities and countries. He is the author of more than 200 articles on leadership, emotional intelligence, competency development, coaching, neuroscience and management education. His nine books include the international best-seller, Primal Leadership, and Resonant Leadership. In this episode Stew and Richard talk about how anyone can be effective as a coach -- helping others learn and create sustainable change -- by following a set of simple guidelines. Richard describes some of the findings from his research on coaching, including the important observation that people are helped most, and they’re most open to exploring real possibilities for change, when they are infused with a sense of hope in dreaming about the future. They discuss some of the specific methods for helping others enter that frame of mind and the many benefits that result. Richard offers this admonition for those of us who might strive to help others: Don’t try to fix someone’s problems for them so much as demonstrate care for them and engender trust so they are open to imagining new pathways. See acast.com/privacy for privacy and opt-out information.

Have you ever walked into a room and just KNOW that you interrupted an awkward conversation? You happened upon all that negative energy and now it's influencing your entire day. It even has the power to change the trajectory of your day, for better or for worse. But what happens when you take control back from those emotions and choose to be in a different mood? That's what we call “emotional intelligence” and I'm unpacking it all on today's episode. Humans are pack animals. That means we pick up on each other's emotions. We can communicate without words, and we pick up on these nonverbal cues more than our conscious mind is aware of. That's our emotional intelligence at work, and it's responsible for driving our moods and ultimately our actions as we go through our daily routines. As dentists, our emotional intelligence is our biggest factor in determining the success of our practice. We set the mood for the day with our mood. Our assistants and our patients both pick up on what subtle emotional cues we're giving off for that day, which means it's our responsibility to set everyone up for success with - dare I say it - a positive attitude. Tapping into your emotional intelligence is as easy as simply choosing to be in a better mood. As the communication leaders in our practice, we need to encourage positive discussion among our employees and redirect any conversations when they get too bitter or cynical. It's like putting your best foot forward, even if you don't really want to. But even on those hard days, you can still find ways to channel your energy into something positive. My dental happiness experiment was inspired by just that, with a little help from Primal Leadership, one of my favorite books. I'm discussing that book and how it inspired me today, and I hope that you try out your own happiness experiment after tuning in. I have a little project for you at the end of this episode, and I really hope you participate because I can't wait to see what kind of techniques you're all using to hype up your mood and bring the right kind of energy to your work day. In This Episode You Will Learn The definition of emotional intelligence and what it means to us 1:39 How our moods drive our actions 2:42 How our mood affects our dental practice, our assistants, and our patients 4:20 All about my dental happiness experiment 7:43 What it means to act like a toddler when you're running a dental practice 11:45 How to share the right kind of mood with your employees and patients 14:30 Resources: Visit my website: TheLifeCoachForBusyDentists.com Listen to more episodes: Feeling Good Podcast Read my blog: The Dental Happiness Experiment Read the book from today's episode: Primal Leadership by Daniel Goleman

Have you ever walked into a room and just KNOW that you interrupted an awkward conversation? You happened upon all that negative energy and now it’s influencing your entire day. It even has the power to change the trajectory of your day, for better or for worse. But what happens when you take control back from those emotions and choose to be in a different mood? That’s what we call “emotional intelligence” and I’m unpacking it all on today’s episode. Humans are pack animals. That means we pick up on each other’s emotions. We can communicate without words, and we pick up on these nonverbal cues more than our conscious mind is aware of. That’s our emotional intelligence at work, and it’s responsible for driving our moods and ultimately our actions as we go through our daily routines.  As dentists, our emotional intelligence is our biggest factor in determining the success of our practice. We set the mood for the day with our mood. Our assistants and our patients both pick up on what subtle emotional cues we’re giving off for that day, which means it’s our responsibility to set everyone up for success with - dare I say it - a positive attitude.  Tapping into your emotional intelligence is as easy as simply choosing to be in a better mood. As the communication leaders in our practice, we need to encourage positive discussion among our employees and redirect any conversations when they get too bitter or cynical. It’s like putting your best foot forward, even if you don’t really want to. But even on those hard days, you can still find ways to channel your energy into something positive.  My dental happiness experiment was inspired by just that, with a little help from Primal Leadership, one of my favorite books. I’m discussing that book and how it inspired me today, and I hope that you try out your own happiness experiment after tuning in. I have a little project for you at the end of this episode, and I really hope you participate because I can’t wait to see what kind of techniques you’re all using to hype up your mood and bring the right kind of energy to your work day.  In This Episode You Will Learn The definition of emotional intelligence and what it means to us 1:39 How our moods drive our actions 2:42 How our mood affects our dental practice, our assistants, and our patients 4:20 All about my dental happiness experiment 7:43 What it means to act like a toddler when you’re running a dental practice 11:45 How to share the right kind of mood with your employees and patients 14:30 Resources: Visit my website: TheLifeCoachForBusyDentists.com Listen to more episodes: Feeling Good Podcast Read my blog: The Dental Happiness Experiment Read the book from today’s episode: Primal Leadership by Daniel Goleman

Robert Hall is a noted author, consultant, and speaker on relationships.As co-founder and CEO of an international Customer Relationship Management (CRM) software/services company for more than 20 years, Ernst & Young named him a finalist for Entrepreneur of the Year in the Southwest and SMU's Cox Business School named his company one of the fastest growing private companies in Dallas.  Robert sold his firm to a public company and continued on as CEO of his unit for two years.  Robert currently serves as executive coach to a number of CEOs, mostly in public companies.Robert has authored 150 published articles on business, leadership and relationships appearing in Forbes, The New York Times, and The CEO Magazine.   His latest book, Amazon best-seller, This Land of Strangers – has been called “the most important book of the decade” by Rick Boyatzis Ph.D., co-author of Primal Leadership.Robert's presentation, “Relational Leadership for the Coming Stakeholder Revolt,” will address how today's more demanding (outspoken, tech-savvy, politically-charged, multi-generational) stakeholders – employees, customers, shareholders, partners – is a game-changer for how leaders.  www.robertehall.comREAD ROBERTS' ARTICLEhttps://www.linkedin.com/pulse/leadership-crossroads-addressing-stakeholder-revolt-robert-hall

Episode Notes Rami & Shannon discuss emotional intelligence (EQ) concepts from the article “Primal Leadership: The Hidden Driver of Great Performance” by Goleman, Boyatzis, and Mckee. They look at why EQ matters, the four components of EQ, reflect on areas when they witnessed leaders with great or not so great EQ levels (themselves included). Lastly, Rami & Shannon offer helpful insights on how you might grow your own emotional intelligence in the workplace.

Richard E. Boyatzis is a Distinguished University Professor at Case Western Reserve University. He holds a Ph.D. in social psychology from Harvard University. Using his well-established Intentional Change Theory (ICT) and complexity theory, Dr. Boyatzis researches how people and organizations engage in sustainable, desired change. His latest book, Helping People Change: Coaching with Compassion for Lifelong Learning and Growth, will be released in September. In this episode, he sits down with Cate to discuss how to effectively help people change.    What you’ll get out of tuning in: How to ask the right questions to help shift others into a more open, receptive, and centered frame of mind. Why coaching with compassion works better than coaching for compliance. What role neuroscience plays in effective coaching.    Links Mentioned in Episode: Helping People Change Facebook Group Helping People Change: Coaching with Compassion for Lifelong Learning and Growth Be a coach Have a conversation Yogahealer VIP Live Events Yogahealer Live Experience Discover more about Body Thrive Apply for Body Thrive Join to THE WISDOM OF THE BODY SUMMIT   Show Highlights: Cate and Dr. Boyatzis discuss the neuroscience behind effective coaching. Cate and Dr. Boyatzis discuss how the state of modern society, including the role of social media, affects our ability to coach and be coached.  Cate picks Boyatzis’s mind about the effectiveness of mastermind groups.   Timestamps:  3:07-7:22 ~ Boyatzis describes the core of his work and explains the difference between coaching with compassion and coaching for compliance. 15:20-17:40 ~ Cate and Boyatzis discuss the neuroscience behind effective coaching. 18:19-21:34 ~ Cate and Boyatzis discuss the role of the parasymapathic nervous system in effective coaching. 27:18-30:56 ~ Cate emphasizes the importance of starting with a positive focus (what’s working) and maintaining an awareness of the big picture. 39:29- ~ Cate picks Boyatzis’s mind about mastermind groups.   Favorite Quotes: “If you want to help people be the most open to new ideas . . . , you want to start with their dream, their sense of purpose, their sense of calling.” --- Richard Boyatzis “The more we structure people’s time, children or adults, the more we take away their time to . . . reflect and then imagine.” --- Richard Boyatzis “One of the things we have to be careful about in teaching more holistic mind-body work . . . , is to help people remind themselves that they’re doing this for a sense of oneness, for a sense of being centered. They’re not doing it to check their box today.” --- Richard Boyatzis “A lot of times, the things that really help us help each other are basic human caring and interaction.” --- Richard Boyatzis   Guest BIO:  Richard E. Boyatzis is Distinguished University Professor of Case Western Reserve University, Professor in the Departments of Organizational Behavior, Psychology, and Cognitive Science, HR Horvitz Professor of Family Business, and Adjunct Professor in People/Organizations at ESADE. He has a BS in Aeronautics and Astronautics from MIT, a MS and Ph.D. in Social Psychology from Harvard University. Using his Intentional Change Theory (ICT), he studies sustained, desired change at all levels of human endeavor from individuals, teams, organizations, communities and countries, specifically has been researching helping and coaching since 1967.  He was ranked #9 Most Influential International Thinker by HR Magazine in 2012 and 2014. He is the author of more than 200 articles on leadership, competencies, emotional intelligence, competency development, coaching, neuroscience and management education. His Coursera MOOCs, including Inspiring Leadership Through Emotional Intelligence has about a million enrolled from 215 countries. His 9 books include: The Competent Manager; the international best-seller, Primal Leadership with Daniel Goleman and Annie McKee; and Resonant Leadership, with Annie McKee, and Helping People Change: Coaching with Compassion or Lifelong Learning and Growth with Melvin Smith and Ellen Van Oosten. He is Fellow of the Association of Psychological Science and the Society of Industrial and Organizational Psychology.

This week's health news:https://www.earth.com/news/poor-sense-smell-risk-death/ https://www.dailymail.co.uk/health/article-6970089/Single-shot-radiation-save-prostate-cancer-patients-misery-weeks-treatment-study-finds.html https://www.thesun.co.uk/news/8964119/most-kids-asthma-wrong-inhalers/ https://www.nbcnews.com/think/opinion/cancer-cures-unproven-therapies-oncologists-compete-dr-google-ncna999781

Being emotionally attuned to others is essential to every aspect of leadership.   Download the episode  |  Subscribe on iTunes Conversation Overview Cognitive empathy vs. emotional empathy How social awareness builds on self-awareness Is it possible to be too attuned to others? Stereotypes and social expectations References How to Avoid Social Backlash in the Workplace I Used to Insist I Didn't Get Angry. Not Anymore. Primal Leadership, Goleman Recent Episodes The Importance of Emotional Intelligence Part 2: Self-mastery The Importance of Emotional Intelligence The Power of Self-Compassion Disrupting Your Autopilot Seeing Yourself in the System Leading Change and Managing the Resulting Anxiety

Special Guest:  Richard E. Boyatzis, Ph.D., Distinguished University Professor, Departments of Organizational Behavior, Psychology, and Cognitive Science and H.R. Horvitz Chair of Family Business, Case Western Reserve University Creator of Intentional Change Theory (ICT) Most Influential International Thinker, HR Magazine (2014) Author of more than 175 articles and 7 books, including Primal Leadership and Resonant Leadership Highlights from the Podcast: A recent study on motivation and retention, involving 1,800 MBA grads two years into their work, found that salary & benefits were the 7th reason they stayed at their job.  The first 6 all had to do with novelty and learning!  Development is very important if you want people to use their talent and to stay.   People are not looking at their job as a transaction anymore.  Training is not typically effective, especially in high power distance cultures, so coaching is the answer. Richard defines coaching as helping other people move toward their ideal self or personal vision.  Coaching in business has been around since the 60’s (not a new fad as some believe)  – and it is all about helping.  Coaching is desired….but not always effective!  His personal studies have shown that 70% - 80% of managers are not adding value in this space…..and that includes CEOs.  The Coaching Research Lab at Case Western Reserve focuses on these 3 coaching client outcomes – (1) the person articulates or reframes their personal vision (2) helping someone’s behavior change in the way they want to and (3) helping them build better relationships with their coach and other people so they can continue to grow, develop and innovate.  If you want to know more about the research they are doing, follow this link: https://weatherhead.case.edu/departments/organizational-behavior/coaching-research/ Neuroimaging studies are showing how important personal visioning is because when someone dreams, not set goals, it activates the default mode network.  It dramatically activates the visual lateral cortex, which is the part of the brain engaged when you are imagining things.  These studies helped show us that problem solving coaching doesn’t work if you start with that and don’t get people to think about their personal vision first.  If you only focus on solving a problem, you will not get behavior change. Understanding your personal vision is critical to making change last.  In the Intentional Change Theory he developed, he said to sustain desired change – you have to want to change – not do it for someone else or because you think you should.   It starts with you – you have to really want to change. We are dismally poor in knowing how we are coming across to others – this is where a coach can help a lot.  In addition, a coach can help you set your personal vision – identifying your ideal self by pulling out your dreams.  I asked Richard what his dream was and he said his purpose is to help liberate people in terms of their dreams, individually or collectively – to help them find their shared vision in a way that energizes them. What is one thing you can do today?  People in organizations spend time thinking about being more effective….and that is appropriate, but you shouldn’t think about it so much that you are not thinking about how to adapt and innovate.  These two tasks take place in different parts of the brain.  Learning to have more balance / more flexibility is one thing that is key.  The more narrow you are, the worse off you are.  How do you become less narrow and more innovative?  Talk to people who care about you, who have comparable interests and who see the world differently from you to get the diversity you need.  Build relationships that have more caring in them because that is what is going to last.   Executives don’t do the work, their job is to inspire others to do the work and you can’t inspire others unless you are inspired yourself and care about other people. For a free copy of Richard and his team’s latest paper on antagonistic neural networks and leadership in Frontiers: http://www.frontiersin.org/Journal/Abstract.aspx?s=537&name=human_neuroscience&ART_DOI=10.3389/fnhum.2014.00114&utm_source=Email_to_authors_&utm_medium=Email&utm_content=T1_11.5e1_author&utm_campaign=Email_publication&journalName=Frontiers_in_Human_Neuroscience&id=79428 Your Host:  Jill Windelspecht, President of Talent Specialists Consulting, is an executive coach, speaker and consultant who works with leaders like you, across the globe, to grow themselves, their team and their organization.  It is all about People….Science….Purpose.  Dedicated to helping people, leveraging neuroscience and social science to help leaders and organizations find their purpose.  www.talentspecialists.net, jillwindel@talentspecialists.net  

Annie McKee, PhD is a best-selling author, respected academic, speaker and sought-after advisor to top global leaders. She is a senior fellow at the University of Pennsylvania Graduate School of Education and has co-authored Harvard Business Review books including Primal Leadership, Resonant Leadership, and Becoming a Resonant Leader. Her new book is How to Be Happy at Work: The Power of Purpose, Hope and Friendships. Resources: * http://www.anniemckee.com/ – Website * @anniemckee – Twitter * Buy her book, How to Be Happy at Work: The Power of Purpose, Hope and Friendships Sponsored by: * LEADx.org – subscribe to become 1% better every single day Subscribe on iTunes to join our Ambassadors Club: Please click here to subscribe on iTunes, and leave a quick rating. Nothing matters more for bringing the podcast to the attention of others. After you subscribe and leave a review, send an email to info at leadx dot org to let us know, and we'll invite you into the private LEADx Ambassadors Group on Facebook. Group members are eligible for ridiculously good prizes each month, have special access to me and LEADx guests, discounts on live events, and of course it's a great forum for peer-learning and support. Share: And, by all means, if you know someone you think would benefit, please spread the word by using the share buttons below. — What is LEADx and The LEADx Show with Kevin Kruse? Imagine if you could have the world's best executive coaches and leadership mentors whispering into your ear every morning on your way to work. Every weekday, there will be a new episode of The LEADx Leadership Show with an interview from a different thought leadership or business expert. Many of these guests are thought leaders, famous authors or high-profile CEOs from innovative startup companies. Others are creatives, artists, entrepreneurs or corporate career leaders. They have all achieved extreme success and they are willing to share practical advice on how to advance your career and develop your leadership and management skills by offering daily career tips on time management, productivity, marketing, personal branding, communication, sales, leadership, team building, talent management and other personal development and career development topics. There will be a new episode waiting for you every day just in time for your morning commute, morning treadmill session or whatever else it is you do to start your day. LEADx isn't just the name of this new podcast, it's the name of a digital media and online learning company that is re-imagining professional development for millennials and career driven professionals looking to break into manager roles or excel in current leadership and management roles. If you're looking for management training or professional development that is delivered in a fun and engaging way, sign up for our daily newsletter at LEADx.org. It's packed with life hacks, daily career tips and leadership challenges that will turn you into a high potential leader in no time. What does LEADx stand for? We are exploring leadership. We are about NEXT GENERATION leadership. We believe that professional training and workplace education has not kept up with advances in digital media. Today's emerging leaders and management professionals just don't find 5 day workshops or eLearning modules to be very compelling. Today's talent is mobile and social.

In their book, Primal Leadership, Daniel Goleman, Richard Boyatzis and Annie McKee identified six emotionally intelligent leadership styles that work in different situations. Two of them are the Visionary Leader and Coaching Leader.

Successful managers understand that they must adapt their leadership style to the situation at hand. In their book, Primal Leadership, Daniel Goleman, and his coauthors identify six effective and emotionally intelligent ways to lead. Two of them are the Pacesetting Leader and the Commanding Leader.

In the book, Primal Leadership, Daniel Goleman and his coauthors describe six emotionally intelligent and effective leadership styles. Two of them are: The Affiliative Leader and the Democratic Leader.

Emotional Intelligence has been documented to be more important than IQ or technical expertise for moving up in an organization. Questions answered will be: What is emotional intelligence? Why is it important? What are examples of stars and average performers? What can you do to raise your EI? How do you rate on the EI Star Profile? Today's guest is Dr. Richard Boyatzis, a professor at Weatherhead School of Management at Case Western Reserve University, co-author of Primal Leadership and Resonant Leadership. Richard Boyatzis is one of the world's leading experts in leadership development and emotional intelligence (EI). His research on human behavior has revolutionized management education. His work has had an impact on the management of human resources around the world and helped spawn a whole new industry of competency consultants, researchers, academics and executive coaches.

 In this episode, we talk about Emotional Intelligence. What is emotional intelligence and why does it matter so much? How the science demonstrates that emotional intelligence matters far more than IQ, how you can develop and improve your “EQ”, how to build the muscle of focus, and much more with Dr. Daniel Goleman.    Daniel is a co-founder of the Collaborative for Academic, Social, and Emotional Learning. He currently co-directs the Consortium for Research on Emotional Intelligence in Organizations at Rutgers University. He is the international best-selling author of several books including Primal Leadership, Focus, and Emotional Intelligence which has been translated into over 40 languages.     WE DISCUSS:What is emotional intelligence and why does it matter so much?The 4 pillars of emotional intelligenceIs IQ or EQ more important, which correlates more with success?Why IQ is more of a threshold, and EQ scales more with people’s actual results in the worldHow the science of “competence modeling” demonstrates that emotional intelligence matters far more than IQ, the more successful you become Which of the four pillars of EQ do people struggle with the most?The 3 varieties of empathy - cognitive empathy, emotional empathy, and empathic concernThe mental exercises you can do to strengthen certain brain circuitry required to build emotional intelligenceHow to cultivate and strengthen emotional self controlWhat the science say about ways to strenghten the prefrontal cortext around controling your amygdalaThe mind is a muscle and basic repetition strengthens your circuitryThe hard science behind how to cultivate a positive outlookThe ventilation fallacy and why venting your anger is actually bad for youThe more you rehearse an emotion, the stronger the underlying brain circuitry becomesThe incredible power of seeing your thoughts as thoughts and nothing moreHow to step back and assess your thoughts by asking “Is this helpful?"The power of distraction to shift your thoughts away from anxiety and depressionHow Dr. Goleman defines FOCUS and why it's so importantHow focus and attention are muscles and cultivating them can help strengthen your underlying brain circuitryThe difference between rumination and reflection - and why reflection is so importantHow a Power Nap can restore your brainHow to restore your attention and focus when you find yourself at wit’s end and cannot focus anymoreWhat is PRIMAL Leadership and why is it so important?Why the crucial competencies you need to develop EQ and emotional intelligence are all learned abilitiesHow to give positive feedback and constructive criticism - the right way and the wrong way - don’t attack the PERSON - don’t trigger the negative circuitry, trigger a positive outlook Why managing your own negative emotions is the FIRST STEP towards cultivating emotional intelligenceStep back from your thoughts and ask yourself - is this useful? Cultivate self-awareness Learn more about your ad choices. Visit megaphone.fm/adchoices

Author Daniel Goleman in Primal Leadership, discusses how in any group the leader has maximal power to sway everyone’s emotions.  As a leader you must be emotionally intelligent to achieve the success you want from your people.  When leaders drive emotions positively, they bring out everyone’s best. The post Leader’s emotions are contagious appeared first on Connie Warner.

Lee Caraher is the CEO of Double Forte, a consultancy with offices in San Fransisco, New York and elsewhere.   She is also an expert on Millenials in the workplace, and author of the book Millenials and Management.   On the show we talk about how Millenials can better work woth older generations in the workplace, and Lee provices some great and practical tips for both Millenials and their older peers.   She mentions the 5-step conflict resolution wheel. It, and a few other helpful items, are availeble for download here: http://www.leecaraher.com/books/resources2/ You can find Lee at http://www.leecaraher.com/ and on Twitter: https://twitter.com/LeeCaraher     Her book is availeble on Amazon: https://www.amazon.com/Millennials-Management-Essential-Guide-Making/dp/1629560278     Her other book recomendations are: Oh, The Places You'll Go: https://www.amazon.com/Oh-Places-Youll-Dr-Seuss/dp/0679805273 Primal Leadership: https://www.amazon.com/Primal-Leadership-New-Preface-Authors/dp/1422168034/   For a full list of episodes with show notes, go to http://happyways.com/podcast Do you have a comment or a question for Jon, perhaps for an upcomming Q&A? Email him at: jon@happyways.com

Emotional Intelligence has been documented to be more important than IQ or technical expertise for moving up in an organization. Questions answered will be: What is emotional intelligence? Why is it important? What are examples of stars and average performers? What can you do to raise your EI? How do you rate on the EI Star Profile? Go to: www.leadersplaybook.com to download your survey. Today's guest is Dr. Richard Boyatzis, a professor at Weatherhead School of Management at Case Western Reserve University, co-author of Primal Leadership and Resonant Leadership. Richard Boyatzis is one of the world's leading experts in leadership development and emotional intelligence (EI). His research on human behavior has revolutionized management education. His work has had an impact on the management of human resources around the world and helped spawn a whole new industry of competency consultants, researchers, academics and executive coaches.

Emotional Intelligence has been documented to be more important than IQ or technical expertise for moving up in an organization. Questions answered will be: What is emotional intelligence? Why is it important? What are examples of stars and average performers? What can you do to raise your EI? How do you rate on the EI Star Profile? Today's guest is Dr. Richard Boyatzis, a professor at Weatherhead School of Management at Case Western Reserve University, co-author of Primal Leadership and Resonant Leadership. Richard Boyatzis is one of the world's leading experts in leadership development and emotional intelligence (EI). His research on human behavior has revolutionized management education. His work has had an impact on the management of human resources around the world and helped spawn a whole new industry of competency consultants, researchers, academics and executive coaches.