Tag Archives: Daniel Goleman

Developing “Big 8” Job Competencies

George Hallenbeck

George Hallenbeck

Better job performance is associated with with eight capabilities known as “The Big 8”, according to Korn-Ferry International’s George Hallenbeck, in his analysis of Leadership Architect® library of competencies:

• Dealing with Ambiguity,
• Creativity,
• Innovation Management,
• Strategic Agility,
• Planning,
• Motivating Others,
• Building Effective Teams,
• Managing Vision & Purpose.

He analyzed more than 1500 ratings on this 360 degree assessment, and found that just 12% of executives possessed four or more of “The Big 8.”
None of these organizational leaders demonstrated more than six of these competencies, though they consistently showed more than individual contributors.
This suggests that although executives demonstrate more of critical leadership capabilities than non-leaders, the vast majority have significant room for professional development.

Daniel GolemanExecutives and individual contributors who had more of “The Big 8” competencies also had more of “Career Staller and Stopper” behaviors.
Bold individuals who demonstrate persistance may effectively execute, but may run afoul of key stakeholders and influencers.

Self-Awareness and Self-Management, identified in Daniel Goleman’s framework for Emotional Intelligence, may be a key to balancing between the Big 8’s performance enhancing impacts while mitigating their potential drawbacks in stalling careers.

-*What have you found the most important job competences among organizational leaders and those preparing for future leadership roles?

Related Posts:

Twitter: @kathrynwelds
Google+
Facebook Notes:
Blog: – Kathryn Welds | Curated Research and Commentary

©Kathryn Welds

Advertisements

Leadership “From the Inside Out”

Kevin Cashman

Kevin Cashman

Kevin Cashman provides a leadership development frame that complements Daniel Goleman’s Emotional Intelligence concepts and Jim Collins’s delineation of Level 5 Leadership, in his book Leadership from the Inside Out.

He is Senior Partner, Korn/Ferry International, and Leadership From the Inside Outhis research and experience indicate that leadership effectiveness originates in the individual’s personal character.

If individuals wish to develop leadership skills, they must apply “learning agility” to acquire new perspectives and skills, then deploy them under new business circumstances.

Cashman reviewed the four elements of “learning agility”:

Mental agility, characterized by questioning solutions, consulting others, demonstrating openness

Interpersonal agility, based on effective, precise listening, using questions to elicit clarification

Results agility, or developing new approaches to achieve results, incorporate new ways to resolve problems

Change agility, which includes flexibility and adaptability

Cashman found three steps in leadership development, common across many approaches, and recommended these elements in any leadership development program:

Building Awareness – Self-discovery of strengths, development areas

Building Commitment – Developing emotional engagement to act on developmental needs and to apply strengths

Building Practice – Undertaking new actions such as journaling to build awareness, commitment and reflection on learnings.

The goal of these steps is to develop three aspects of leadership:

Authenticity, characterized by integrity, alignment between words and actions that is recognized by others; continued striving toward authenticity in future potential

Influence, involving the self-expression and application of personal strengths to create value

Value creation in work and community

Leadership from the Inside Out outlines seven related pathways to leadership mastery, with related practices.
Many of these recommendations may sound spiritual, philosophical, non-specific, and difficult to translate into specific actions.
One element of self-reflection in Cashman’s process may be to operationalize these recommendations into concrete, measurable actions:

Personal Mastery, based on developing self-awareness

Purpose Mastery involves applying talents to serve values and add value through authentic self-expression in leading others

Change Mastery, incorporates acceptance of uncertainty and impermanence to learn from these changes and demonstrate agility in adapting to new circumstances

Interpersonal Mastery relates to human connection, the second element of Goleman’s Emotional Intelligence. Collaboration is a foundation to create contribution and long-term value

Being Mastery represents a spiritual dimension, however the individual defines it, to connect one’s depth of character to support effectiveness and contribution

Balance Mastery refers to building, maintaining energy to foster resilience, effectiveness, fulfillment. It moves beyond time management, a practice to manage a limited resource, to generate and regenerate energy to lead

Action Mastery practices leading by coaching others and self to create value.

-*What actions have helped develop leadership from the inside out?

Related Posts:
The Considered “Pursuit of Less”
Whom Do You Serve as a (Level 5, Level 6) Leader?  
“Contemplative Neuroscience”: Transform your Mind, Change your Brain
Developing “Big 8” Job Competencies

LinkedIn Open Group, Mindful Leadership
Twitter: @kathrynwelds
Google+
Facebook Notes:
Blog: – Kathryn Welds | Curated Research and Commentary

©Kathryn Welds

“Contemplative Neuroscience” Can Modify Brain Functioning

Richard Davidson

Richard Davidson

Richard Davidson, professor at the University of Wisconsin-Madison, says disorders like depression and anxiety can be changed with brain training.

He is an award-winning researcher in neuroplasticity, the process by which the brain’s adaptable, transformative capabilities are deployed.
Davidson asserts that this intentional transformation is enabled by contemplative cognitive practices, including meditation to increase moment-to-moment consciousness.

Davidson distinguishes the neural and behavioral consequences of various contemplative practices, and argues for their positive impacts on physical health for both beginning and experienced practitioners.

His recent research demonstrated that even meditation-based interventions delivered online can produce behavioral and neural changes.
He explained that the field of epigenetics investigates how genes are regulated by the environment, including the neural milieu.

Davidson suggested that contemplative practices can modify the neural environment, and revealed that neurally-inspired behavioral interventions (NIBI) can invoke greater change than any currently-known pharmacological intervention.

He detailed research studies of expert practitioners of contemplative practice, both in the US and in India. He discussed the work showing the link between brain and heart, citing work of Francisco Varela in “neurophenomenology”.

He cited results comparing the impact of training in compassion training (visualizing suffering and wishing freedom from suffering for loved one, self, stranger, difficult person, all beings with the thought: “May you be free from suffering. May you experience joy and ease,” while noticing visceral sensations around the heart) vs cognitive reappraisal training.

Daniel Goleman

Daniel Goleman

He collaborated with his Harvard University graduate student colleague, Daniel Goleman, now known as the originator of the term, “Emotional Intelligence,” to produce a book on Consciousness: the Brain, States of Awareness, and Alternate Realities .

-*How have you used contemplated practices to evoke personal change in attitudes or behaviors?

LinkedIn Open Group – Mindful Leadership:
Twitter: @kathrynwelds
Google+
Facebook Notes:

©Kathryn Welds