Our world is forever changing and so too are businesses, if they don’t change, they will not survive. But what of leadership?
A lot has been said and done around management and leadership styles: management versus leadership is still a fairly hot topic in many organisations we work with.
Leadership and Management training is changing slowly, it has to keep up with the times.
Many myths about what makes a great leader are slowly unravelling. Many still believe managers need to be mainly autocratic to get the job done and drown themselves in the task, rather than pay attention to the people. “It’s all about time and I don’t have the time to develop my team by coaching them” If I had a pound for every time I still hear these comments, I would be quite wealthy!
When will managers learn that investing the time in the people and getting the very best from them will benefit them greatly and also develop themselves to be better managers and leaders?
If in general, leadership can be defined as, “The process of directing a group of people towards the goals” or, as my favourite leadership quote by Dwight Eisenhower goes, “ Leadership is about getting someone to do something they want to do because they want to do it” then there is no doubt in my mind, that more attention needs to be paid to the people who make up the team and contribute towards the business goals and help make up the culture of the organisation.
Many years ago, I became aware of Emotional Intelligence, when I was told by a Regional Director, “to understand the impact my emotions were having on the team”. Since then I’ve become very much aware that my emotions and feelings affect others’ emotions and feelings, which in turn, can affect relationships. Empathy and social skills play a big part in managing and leading people. But also, in life in general.
If we are to fully understand who and what makes up a team within the business environment and we truly want to inspire them to be the very best they can be, then we have to understand the role Emotional Intelligence plays.
*Daniel Goleman describes EI, sometimes referred to as Emotional Quotient (EQ), as having self-awareness, self-management – in other words knowing and understanding feelings and why they are felt.
One of the myths was that great leaders required a high IQ to manage people; research has shown that the switch is far more leaning towards having a high EQ: understanding what makes us tick and being far more aware of the emotions of others and ourselves.
What is Resonant Leadership?
The world has changed: In our sometimes more troubled, unstable and uncertain business world, research says there needs to be far more emphasis on meeting the needs of the people who work within the business, whatever size the organisation may be. Some business leaders still don’t fully understand or work towards this major cultural shift.
On the other hand, there has been a major shift over the years where some organisations have realised that the social needs of societies and families are important and to give hope, inspiration and motivation shows people that you, as the leader, care. In the past, this could have been seen as a weakness within some organisations.
Resonant leaders are in tune with people, they understand and work with their values in an honest and compassionate way – they create resonance with those around them.
They understand their own emotions and the impact this can have on themselves and others. They have the ability to manage others’ emotions and build great relationships, they understand how contagious emotions can be, behaviour breeds behaviour!
Theories of Motivation have shown that people can be motivated by fear in the short term, but this motivation is not sustainable and creates a dis-harmony – the opposite of a Resonant style of leadership.
What are the three main competencies required to create Resonance?
*Boyatzis and McGee, in their study, came up the concept that Resonant Leadership has three main components to consider.
- Mindfulness: is a way of training the mind to be present. It involves paying attention to what is happening as it happens, and doing so with an attitude of kindness, acceptance, and being non-judgmental.
- Hope: is a feeling of expectation and desire for wanting a particular thing to happen; it is believing and working with energy and enthusiasm, which will make those goals achievable.
- Compassion: the dictionary definition states: If someone shows kindness, caring, and a willingness to help others, they’re showing compassion. In a business world, if we help others to overcome the barriers that stop them working to their full potential by coaching and developing, then we are showing compassion.
How do I create Resonant Leadership in the organisation?
Creating a culture of coaching, mentoring, listening to others, flexible working, will all play a part in creating a Resonant Leadership, organisational compassionate environment. But that’s only the start…
Theory has evidenced that in most cases, the key to great leadership is not about who is the smartest or has the highest IQ, but rather who has the greater EQ (Emotional quotient), which is linked to Emotional Intelligence.
It’s about the relationships that must be built between people who work in the organisation and taking their views and feelings into account, being in tune with others.
A resonant climate makes people feel good about themselves, their work and the organisation, it makes people feel committed, work hard and work SMARTER because they want to, not because they are constantly fearful of the consequences, but rather because they feel engaged with the organisation they work for. It helps them become passionate about results. It gives people new-found skills.
Will it work successfully with all organisations? I guess that’s the next question!
*Daniel Golman has worked on Emotional Intelligence and Resonant Leadership alongside Annie McGee & Richard Boyatzis in their book called “Primal Leadership-Realising the Power of Emotional Intelligence”.