Post on 27-Oct-2018
Primal Leadership
Annie McKee, Ph.D.
Teleos Leadership Institute
and the University of Pennsylvania
amckee@teleosleaders.com
The greatest change in human history?
McKee, Annie. Management: A Focus on Leaders. 2012 ©Pearson/Prentice Hall
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Resonant Leadership
Mind
Body Heart
Spirit
McKee, Annie. Management: A Focus on Leaders. 2012 ©Pearson/Prentice Hall
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Resonant leadership is common sense,
not common practice.
Why?
McKee, Annie. Management: A Focus on Leaders. 2012 ©Pearson/Prentice Hall
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Leadership Myths and the Truth
McKee, Annie. Management: A Focus on Leaders. 2012 ©Pearson/Prentice Hall
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Myths The Truth
Smart is good enough
Your mood doesn’t matter
Leaders are tough enough to take constant pressure
IQ helps but EI is essential
Emotions are contagious
When faced with constant challenge, you lose sight of your passion for work
Intellectual Capability (IQ)
Threshold competencies
Only one cognitive ability − pattern recognition −
differentiates outstanding leaders
Emotional Intelligence (EI)
The differentiating factor
85-90% of the difference between outstanding and average leaders is linked to Emotional Intelligence
Myth 1: Smart is Good Enough
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We feel before we think.
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Social Awareness
Relationship Management
Self-Management
Self-Awareness
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CEREBELLUM
Essential for coordination
of movement
THALAMUS
The relay station for
most information
going into the brain;
triggers emotional
reaction in the
Amygdala before
engaging logical
function in the
Cerebrum
HYPOTHALAMUS
Regulates sex hormones,
blood pressure and body
temperature
AMYGDALA
Processes the emotions
and regulates the
heartbeat and other
visceral functions
HIPPOCAMPUS
Helps establish long-
term memory in
regions of the
cerebral cortex
PONS and MEDULA OBLONGATA
Control of breathing, circulation,
heartbeat and digestion
SPINAL CORD
CEREBRUM
Controls the higher cognitive
functions: logical and rational
thought processes
Neurophysiology of Emotions
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Leadership Matters • 20-30% of variability in performance is a result of
leadership and climate • 30% of the time, poor leadership is cited by people as a
reason for leaving • In management jobs alone, women earn 28% less and
occupy 40% of the positions. • When it comes to executive management positions, the
story has been improving: 26% of chief executive positions are held by women, BUT they receive just 72% of the pay of their male counterparts.
• In the Fortune 500, women hold only 15.7% of board seats.
• The percentage of board seats held by white men? 72% • The percentage of board seats held by women of any
color? 17%
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EI and Organizational Performance
• A recent study of 229 businesses showed that positive emotional climate was the most significant factor associated with company performance over an 18-month period
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The most complicated leadership jobs in the world
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1,240,000,000 vs
4,460,000,000
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Myth 2 Emotions Don’t Matter
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The Path to Performance Up to 70% of climate is related
to leadership practices
EI competencies
Leadership practices &
Team Alignment
Organizational Climate
Results
85-90% of difference between outstanding and
average is Emotional Intelligence
Up to 30% of discretionary
output is related directly to climate
McKee, Annie. Management: A Focus on Leaders. 2012 ©Pearson/Prentice Hall
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Resonance is contagious… and so is dissonance.
McKee, Annie. Management: A Focus on Leaders. 2012 ©Pearson/Prentice Hall
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Feelings and emotional states travel from brain to brain
Emotional Attractors
• Hope
• Joy
• Compassion
• Excitement and Challenge
• Calm
• Safety
• Growth and learning
• Love
• Respect
• Fear
• Anger
• Resentment and jealousy
• Stress and anxiety
• Impatience
• Mistrust
• Forced Compliance
• Hate
• Disdain
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Do some people care so much about power?
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Personalized and Socialized Power
Personalized power A need for power that drives people to seek control through assertive or aggressive behavior, often for personal gain.
Versus
Socialized power A need for power that is based on a desire to support the welfare of
others, a group, society, or the common good.
McKee, Annie. Management: A Focus on Leaders. 2012 ©Pearson/Prentice Hall
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Ubuntu
“I am because you are.”
“A person is a person through other people.”
Nelson Mandela described Ubuntu this way: “Ubuntu does not mean that people should not enrich themselves. The
question therefore is: Are you going to fulfill your needs in such a way as to enable the community around you to be able to improve? These are the important things in life. And if one can do that, you have done
something very important, which will be appreciated.”
McKee, Annie. Management: A Focus on Leaders. 2012 ©Pearson/Prentice Hall
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Ubuntu
Ubuntu is a Sub-Saharan African concept (Xhosa and Zulu tribes, among others). It is a mindset that motivates people to direct power toward the good
of the group.
McKee, Annie. Management: A Focus on Leaders. 2012 ©Pearson/Prentice Hall
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Power at Work: Ubuntu
Working well together
Link what “I” need with what “we” need
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Dissonant Leaders are Dangerous
McKee, Annie. Management: A Focus on Leaders. 2012 ©Pearson/Prentice Hall
The minute you become a victim you cease to be a leader
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Resonance or Dissonance: Your Choice
McKee, Annie. Management: A Focus on Leaders. 2012 ©Pearson/Prentice Hall
You understand your values.
You are self aware and have high EI.
You know how to use power
and you are a resonant leader.
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What if YOU are the Problem?
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Mindfulness
Hope
Compassion
Renewal
Sustainable,
Effective
Leadership
Resonant
Relationships
Threats
Crises
Ineffective or Non-sustainable
Leadership
Effective
Leadership
Sacrifice Syndrome
Cycle of Sacrifice and Renewal
McKee, Annie. Management: A Focus on Leaders. 2012 ©Pearson/Prentice Hall
In the Words of the Dalai Lama
“The true mark of being learned, is humility and mental discipline.”
“Through training the mind, people can become more calm—
especially those who suffer from too many ups and downs…”
Goleman, Daniel. Destructive Emotions: A Scientific Dialogue with the Dalai Lama. Bantam Doubleday, January 2003
McKee, Annie. Management: A Focus on Leaders. 2012 ©Pearson/Prentice Hall
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Primary Sources
McKee, Annie (2011). Management: A Focus on Leaders. London: Pearson Prentice Hall.
McKee, Annie, Boyatzis, Richard, Johnston, Frances (2008). Becoming a Resonant Leader: Develop your emotional intelligence, renew your relationships, sustain your effectiveness. Boston: HBR Press.
Boyatzis, Richard and McKee, Annie (2005). Resonant Leadership: Renewing yourself and connecting with others through mindfulness, hope and compassion. Boston: HBR Press.
Goleman, Daniel, Boyatzis, Richard, and McKee, Annie (2002). Primal Leadership: Realizing the power of emotional intelligence. Boston: HBR Press.
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