Leadership – Dutra Associates

Why the Best Leaders Develop Mindfulness

June 29, 2021 By Sherry Dutra Leave a Comment

What have Google, Samsung, Aetna, SAP, and P&G all got in common? All of these world-class organizations recognize that one of the fastest growing segments of our working population is burnt out leaders. They responded to this by implementing mindfulness leadership programs to help their leaders not only excel in work, but in their personal lives as well.

Decades of solid research show a direct connection between mindfulness and emotional intelligence in leaders and the bottom-line results they achieve. Being good at ‘what you do’ is no longer enough…you must also be resilient enough to effectively manage your emotions, reactions, and decisions in challenging business situations – and to help the people you manage, or work with, to do the same.

Great leaders are always searching for ways to take their leadership practices to the next level. Mindfulness has been the source of much focus over the last number of years and organizations worldwide are now realizing that sometimes there is more to a successful leader than meets the eye.

Developing emotional intelligence and mindfulness can truly transform the impact and ability of a leader. Following the Genos Leadership Model:

When you develop self-awareness, you become an Aware Leader. Aware leaders understand the impact that their behaviors have on others. They are consistent in what they say and do, and they demonstrate awareness of their mood and emotions.
Developing awareness of others allows you to become a more Empathetic Leader. Empathetic leaders make team members feel appreciated and adjust their style so that it fits well with others. They acknowledge the views of others and balance achieving results with others’ needs.
Working on authenticity creates more Genuine Leaders. Genuine leaders honor commitments and promises, they are open and honest about mistakes, and they facilitate robust and open debate.
Leaders high in emotional reasoning make Expansive decisions as a leader. Expansive leaders consult others in decision making, they make ethical decisions taking the bigger picture into account.
Leaders that work to develop self-management are Resilient Leaders. Resilient Leaders manage their emotions well in difficult situations. They strive to improve their own performance, and they learn from their mistakes.
Effective leaders that inspire performance become Empowering Leaders. Empowering leaders provide constructive feedback, maintain a positive work environment, and facilitate team member development and career advancement.

Do you or the leaders in your organization need to develop the above behaviors? They can do so by participating in the Genos Mindful Leader Program facilitated
by Dutra Associates, LLC, a Genos Certified Practitioner.

If you’re interested in hosting a Mindful Leader Program in your organization, please contact Sherry Dutra at Sherry@DutraAssociates.com or call 603.595.1588.

Article in collaboration with Genos International Europe.

About the Author: Sherry Dutra is a Talent Development, Career and Retirement Coach and Facilitator who works with corporate leaders in small to mid-size businesses, across the span of their careers. She helps them to accelerate business outcomes and team performance, navigate their own career path, and transition to retirement with ease using proven methodologies and strategies that get results. If you would like to uncover and address hidden challenges that may be sabotaging your success, leverage your strengths, and accelerate your progress toward the results you desire, contact Sherry for a complimentary consultation.

3 Keys to Maximizing Business Value

May 4, 2021 By Sherry Dutra Leave a Comment

How ready is your company to be sold? If yours is like most, there is probably much to be done. A primary reason for the lack of readiness is that the business is often too dependent on the owner. Consequently, millions of business owners will never maximize the value they have worked so hard to create over years and years of effort.

To prepare your business to be sold for top value, consider these three keys:

Develop the right mindset. Your success largely depends on what goes on between your ears. Many business owners stumble into a trap of keeping their businesses dependent on them. Have you ever said or thought, “I can’t trust anyone to do the job the way that I would”; “It’s got to be perfect”; “This is my baby and I can’t give up control”? Business owners who realize the most value for their businesses have a different way of looking at things. They empower others to take on more responsibility and trust their decision-making. They give up full control. They refrain from micromanaging. They recruit people who are smarter than they are and provide the time and resources to prepare and develop them for senior roles.
Create the infrastructure to recruit, retain and develop leaders who can seamlessly keep the company growing on their own. A company that establishes a strong infrastructure sets the stage for success by making it possible to develop a talent pool of leaders who are capable of successfully running the company without you. Key elements of this infrastructure include:
- clear roles and responsibilities,
- performance metrics for accountability,
- a clear organizational chart,
- a recruiting process that brings in top talent,
- a talent development process,
- a culture that engages and retains talent,
- clear career paths for key roles,
- systems and processes that allow for efficient company operation,
- a performance management system that is fair and stretches people to grow and
- the encouragement of behaviors that create cohesive, team performance.
Implement an ongoing succession planning process that continues to develop and grow new leaders. Once you have the previous pieces in place, the final puzzle piece is an ongoing succession planning process. In some businesses, succession planning is only visited when a need arises, such as the retirement of an executive. Instead, succession planning must be a regular process to identify high potential performers, develop them, and continue to challenge them with the learning, assignments and opportunities that will prepare them to move up.

Companies that have done the hard work to have these three keys in place are in a position to keep growing. Consequently, the business owner is now freed from the weeds of day-to-day operations and can focus on strategy and setting standards of excellence. Also, when leaders within the business are empowered, it offers the owner a better integration between their work and personal life. Finally, the company is made more valuable with these elements in place. This sets the stage for the owner to gain a substantial return on their investment of time and effort over the years and to leave behind a thriving company for their team.

Adapted with permission by Center for Executive Coaching

6 Keys to Managing Your Most Important Work Relationship

March 6, 2021 By Sherry Dutra Leave a Comment

While all work relationships are important, there is arguably one that is most important. That is the relationship with your manager and it’s often overlooked. Sometimes this is referred to as “managing up” which is primarily concerned with how effectively you work with and can influence your manager.

What makes this relationship especially important? Your manager ultimately determines the types of projects and assignments that are on your plate. Additionally, your manager has influence on your career path and can help connect you to resources within the organization to help you reach your team’s goals.

Here are six keys to help you strengthen this relationship:

Ensure you are clear regarding your manager’s expectations. The job description for your position may provide you with the formal performance requirements for your role, but your manager will likely have additional expectations. Have a discussion with your manager to ensure that you are aligned on the key measures of success, the priority initiatives to execute, and the principles and values that should be reflected in how you carry out your role.
Get to know your manager. What communication style does your manager prefer? What is important to them, both personally and professionally? In what way do they want to receive information and updates from their team members? What types of things are a natural source of frustration for your manager? If you are aware of the answers, you will be better positioned to help your manager be successful.
Look for the good. As humans, we have a natural tendency to be on the lookout for danger, which can cause us to focus on traits and attributes in managers that we don’t like. Even if your manager can be difficult to work with, focus on the things that your manager does well. Look for the opportunities to learn from your manager and acknowledge their contributions and support.
Consider how you can adapt to your manager’s behavioral style. For example, let’s say that your manager is someone who drives for results and you are more of a process-oriented person. It would be important for you to learn how to present your ideas and other communication in a quick, high-level summary format.
Make your manager look good. Doing something that reflects poorly on your manager is a quick route to damaging your relationship. What might you do to increase the level of trust, respect, and confidence that your manager has in you?
Discover ways to free up time and reduce the hassles your manager deals with. Doing so allows your manager to focus on what’s most important and supports their success. So, take the initiative, be solution oriented, provide possible ideas for resolving issues that you must escalate. Be a leader!

The only behavior you can control is your own. Don’t leave the full responsibility for the relationship in your manager’s hands. Some managers are amazing at creating relationships with their team members. Others, not so much. Regardless of the type of manager you report to, being proactive in building a strong relationship with your manager will not only help their success, but also yours.

For more ideas about how to improve relationships and alignment up, down, and across your organization, contact us at Sherry@DutraAssociates.com.

Adapted with permission by Center for Executive Coaching

Emotional Intelligence in Hiring – What You Need to Know

January 8, 2021 By Sherry Dutra Leave a Comment

The case for emotional intelligence is clear. Successful organizations all over the world are now incorporating EI into the development of their people and their leaders. There’s also a wide variety of research and articles on the importance of hiring FOR emotional intelligence. But in all those blogs and pieces of content, authors don’t talk about HOW to hire for EI.

When we understand our own emotions and the emotions of others – it’s a win-win situation. Our relationships grow, we become more resilient, and able to handle stress more effectively. Far too many employees lack basic self- awareness and social skills and too often, people aren’t aware of how their moods and emotions are impacting others in the workplace.

According to Harvard Business Review, “One of the reasons we see far too little emotional intelligence in the workplace is that we don’t hire for it. We hire for pedigree. We look for where someone went to school, high grades and test scores, technical skills, and certifications, not whether they build great teams or get along with others. And how smart we think someone is matters a lot, so we hire for intellect.”

The World Economic Forum lists emotional intelligence as the 6th most important job skill required for success at work by 2020. WorkSafe Victoria have also observed that more mental injuries get caused in workplaces now than physical injuries; and levels of EI positively correlate with levels of resilience and negatively correlate with levels of occupational stress. In other words, people with high EI feel less stressed and are more resilient at work. Organizations that are focused on emotional intelligence in their talent management strategies are taking the right steps to ensuring healthy and happy workplaces and teams.

Measuring emotional intelligence should be added to talent management and hiring processes, not to replace other strategies but to strengthen an existing process.

Yes, you still need a comprehensive hiring plan, but what’s now clear to business leaders everywhere is that EI skills and behaviors are as important as your intellect, experience and background in determining success at work and in life.

The Genos Emotional Intelligence Selection Report

Emotional Intelligence: a set of skills that help us better perceive, understand and manage emotions in ourselves and in others.

Collectively, being more emotionally intelligent allows us to make more intelligent responses to, and use of, our emotions. These skills are just as important as intellect (IQ) in determining success at work and in life. Emotions influence, both productively and unproductively, our decisions, behavior and performance.

Published psychometric studies have shown that scores on the Genos Selection Assessment meaningfully correlate with a number of important workplace variables. The higher people score on the Genos assessment, the higher they tend to also score on measures of:

Workplace performance
Leadership effectiveness
Sales and customer service
Resilience
Team work effectiveness
Employee Engagement

Here’s how it works:

The Genos Emotional Intelligence Selection Report is the best measure of how often a candidate demonstrates emotional intelligence in the workplace. The report allows hiring managers to utilize EI measures as an additional means to avoiding bad hires.

The Genos Selection model comprises a set of seven emotionally intelligent competencies. These competencies represent skills and behaviors, based on underlying abilities and experiences, that are measurable and observable. The Genos model captures the workplace skills and behaviors that manifest from emotional intelligence abilities.

Users first experience a high-level overview of the candidate’s total EI score along with a deeper dive into each behavior and its results.
Interview questions and an interview evaluation guide then allows the hiring manager to dig deeper into the EI of the individual.
Wrap up the process by using the summary section to help combine assessment and interview results allowing you to present recommendations to a client or HR decision maker.

The information presented in this report should be combined and weighted with other sources of information to determine the candidate’s suitability or lack thereof for employment. Emotional intelligence is one of many factors related to success in the workplace. If you’d like to learn more about this innovative new emotional intelligence selection tool, please call Sherry Dutra at 603.595.1588 or email her at Sherry@DutraAssociates.

Game changing for hiring, life changing for your new hires.

Article in collaboration with Genos International Europe.

Developing These Six Behaviors Will Help You Become a Better Leader

December 2, 2020 By Sherry Dutra Leave a Comment

There is an abundance of research on the impact emotions have on an individuals’ performance in the workplace. It shows that people often perform their worst when they experience unproductive feelings, such as feeling frustrated, concerned, stressed, inadequate, and fearful.

Research also shows that people perform their best when they feel involved in purposeful work that develops who they are… and when they feel valued, cared for, consulted, respected, informed and understood.

So, how can developing your leadership help ensure your people feel and perform their best?

Leadership is fundamentally about facilitating performance, supporting others to do their best, and to do their work effectively and efficiently. One of the most robust, consistent findings in the area of social sciences is that there is a direct link between the way people feel and the way people perform. As such, leaders need to be skilled at identifying, understanding and influencing emotion within themselves and others in order to inspire performance.

Emotionally intelligent leadership is about leaders intelligently using emotions to facilitate high performance in themselves and others.

How, then, do leaders develop the skills to do this effectively? In the virtual Emotionally Intelligent Leader program, participants first engage in a personal Genos EI Leadership Assessment, in order to understand “how they are showing up at work.”

Participants will improve their understanding of emotions and emotional intelligence. They will also explore and practice tools and techniques for applying emotional intelligence in leadership and creating conditions for others to achieve high performance.

In the program, participants will:

explore the neuroscience of emotions and emotional intelligence,
examine tools and techniques for effectively asking for, and responding to, feedback,
explore techniques for developing self and other awareness,
examine how we can use reactive and proactive techniques to build our resilience and effectively manage strong emotions,
explore an approach for facilitating engagement discussions with staff members, and
explore techniques for applying EI in leadership and creating high performance in others.

The material for the program is based on the Genos Emotional Intelligence Leadership Model.

The Genos model of emotionally intelligent leadership has been developed from over a decade of research work examining how effective leaders use emotional intelligence abilities in their leadership of others.

The model comprises six emotionally intelligent workplace competencies. These competencies represent skills and behaviors based on underlying abilities and experiences that are measurable, observable, and critical to successful job performance.

The six Genos EI Competencies are:

Self-Awareness
Awareness of Others
Authenticity
Emotional Reasoning
Self-Management
Inspiring Performance

Self-awareness is about being aware of the behaviors you demonstrate, your strengths and limitations, and the impact you have on others. Leaders high in this skill are often said to be present rather than disconnected with who they are. Self-awareness is important in leadership because:

a leader’s behavior can positively or negatively impact the performance and engagement of colleagues
leaders need to know their strengths and limitations in order to continuously improve and maintain success
leaders’ interpretation of events at work is both made by, and limited by, their intelligence, personality, values and beliefs.
In order to objectively evaluate events, leaders must know how they interpret the world and how this helps and limits them.

Awareness of others is about noticing and acknowledging others, ensuring others feel valued, and adjusting your leadership style to best fit with others. Leaders high in this skill are often described as empathetic rather than insensitive to others and their feelings. Awareness of others is important in leadership because:

leadership is fundamentally about facilitating performance, and the way others feel is directly linked to the way they perform
awareness of others is necessary in order to take effective steps to influence and facilitate others’ performance
to bring out the best in people, leaders need to adjust their leadership style to best fit with the people and situation they are leading.

Authenticity is about openly and effectively expressing yourself, honoring commitments and encouraging this behavior in others. It involves appropriately expressing specific feelings at work, such as happiness and frustration, providing feedback to colleagues about the way you feel, and expressing emotions at the right time, to the right degree and to the right people. Leaders high in this skill are often described as genuine, whereas leaders low in this skill are often described as untrustworthy. Authenticity is important in leadership because:

it helps leaders create understanding, openness and feelings of trust in others
leaders who are guarded, avoid conflict, or are inappropriately blunt about the way they feel can create mistrust, artificial harmony and misunderstandings with those around them
leaders need their people to be open with them. If, as a leader, you do not role-model this behavior, your direct reports will be guarded with you.

Emotional reasoning is the skill of using emotional information (from yourself and others) and combining it with other facts and information when decision-making. Leaders high in this skill make expansive decisions, whereas leaders who are low in this skill often make more limited decisions based on facts and technical data only. Emotional reasoning is important in leadership because:

feelings and emotions contain important information, for example, if a colleague is demonstrating frustration or stress, these feelings provide insight that they are going to be less open and supportive of new ideas and information
the workplace is becoming more complex and fast-paced; this requires quick, solid decision-making where all the facts and technical data are not available (gut feel and intuition are important in these environments)
people are influenced by emotion; if you fail to consider how people are likely to feel and react to decisions made, you may not achieve the appropriate buy-in or support for your decisions.

Self-management is about managing your own mood and emotions, time and behavior, and continuously improving yourself. This emotionally intelligent leadership competency is particularly important. Leaders high in this skill are often described as resilient rather than temperamental in the workplace. The modern workplace is one of high work demands and stress, which can cause negative emotions and outcomes. Self-management is important in leadership because:

a leader’s mood can be very infectious and can, therefore, be a powerful force in the workplace; one that can be both productive and unproductive
this skill helps leaders be resilient and manage high work demands and stress
to achieve, maintain and enhance success, leaders need to pay conscious attention to the way they manage time, how they behave and to continuously improve how they lead others.

Inspiring performance is about facilitating high performance in others through problem solving, promoting, recognizing and supporting others’ work. An individual’s performance can be managed with key performance indicators. This is important, however, research has shown that this “compliance” style often fails to drive discretionary effort and high performance. Leaders who combine this with a more inspiring style often empower others to perform above and beyond what is expected of them. Inspiring performance is important in leadership because:

leadership is fundamentally about facilitating the performance of others,
managing performance with rules and key performance indicators usually produces an “expected” result rather than an “unexpected” high-performance result
people often learn and develop more with this type of leadership style, resulting in continuous enhancements to performance year on year.

Strong leadership has never been more important as we navigate the impact of COVID-19. If you’d like to learn how you can bring this virtual program to your organization to support your leaders in becoming more emotionally intelligent, contact me at 603.595.1588 or via email at Sherry@DutraAssociates.com.

Adapted with permission by Genos International EU

An Often-Forgotten Key to Team Success: Managing Transitions On and Off the Team

October 7, 2020 By Sherry Dutra Leave a Comment

An abundance of research, models, and resources exists to support teams in maximizing their effectiveness in delivering high performance and value to the team’s key stakeholders. Yet, one area that doesn’t tend to get enough attention is the criticality of managing the process of team members transitioning on and off the team.

We often tend to think this is a fairly simple process. Yet, how does the new team member fill the role of the person who has just moved on? If the team is expanding and someone is coming into a new role, how do they fit in? How do we capture the knowledge that is leaving with the team member who is transitioning out? The dynamics of the team are impacted every time there’s a change. So, beyond welcoming the new team member and saying a fond farewell to the one who is moving on, what can leaders do to pave the way for creating a smooth transition?

Here are a few key considerations when bringing on a new team member:

What excites them about coming on board?
What resources or support do they need from you or other members of the team to help them get up to speed?
What plans are in place to train them?
What level of oversight do you need to provide to ensure they have a smooth transition (without micromanaging)?
How will you welcome them to the team and ensure they meet everyone?
What will you put in place to help the other team members accept and welcome the new member?
How can you create an environment where the differing perspectives and experiences of the new team member are listened to and considered?

Here are a few key considerations when a team member is transitioning off the team:

How will this person’s work be transitioned to their replacement in a seamless way?
What is your process for capturing the team member’s knowledge before they move to a new group or leave the company?
How much time have you built into the process for them to train others?
How do you thank them for their contribution before they move on?
How do you ensure that confidential or proprietary information doesn’t walk out the door with the departing team member?

Transitions on and off a team are an important factor in team performance and results and, too often, proper preparation for such transitions doesn’t occur. Whether you are leading a long-standing team or shorter-term project teams, take the time to consider exploring these questions with your team the next time a transition on or off occurs. The time you invest now will pay off through shorter ramp-up time, more effective collaboration, and higher productivity.

What has worked for you in managing transitions successfully? Please feel free to share your ideas.

Trust: A Foundational Element to Leadership Success

August 24, 2020 By Sherry Dutra Leave a Comment

During COVID-19 and the move to work from home, many managers have had difficulty in navigating the challenge of leading a remote team. What has been revealed is that the lack of trusting relationships is one element that is seriously impacting the success of these teams. David DeCremer said, in a recent opinion piece, that “research shows that establishing trusting work relationships makes companies perform better over time and even outperform companies that do not have a strong trust culture”. To help managers who are experiencing this struggle, I am re-posting a blog I originally shared in 2017, with minor updates, which still provides relevant tips for building trust in today’s environment.

Trust Fosters Engagement and Motivation

Consider your career for a moment. Like me, you have probably had the joyful experience of working with people you trusted as well as the dreaded experience of working with those you had to guard against at every turn. Now, put yourself in each of those situations. When did you feel most engaged and motivated? I can place a pretty strong bet that working with and for people you trusted elicited the greatest engagement and motivation. Now, let’s turn the tables. How well have you built trust with your team and colleagues? Imagine the impact of creating a trust-based workplace on your quality of life as well as on your organization’s success, especially as we deal with the massive changes to the work environment over the past six months.

The importance of trust has been a consistent theme for years, both with leadership clients as well as in publications. An article by Melissa Balmain, published in Success magazine, was one that I particularly enjoyed and find it quite relevant for today’s circumstances. I’ve summarized her 8 Steps of Trust-Building below. You can read the full article here.

8 Steps of Trust-Building

Be open
Set clear and realistic expectations with your team. Help them to see the alignment between their goals and the impact on the organization.
Walk Your Talk
Reflect on your most important values and principles and whether you are actually living by them. Tie the actions you are taking with the values and principles that drive them. Even when you make difficult decisions that not everyone agrees with, you will be respected for staying true to your beliefs.
Listen First
Stay present with what the other person is saying. Ask powerful, open-ended questions that elicit insight and are thought-provoking. Acknowledge that you’ve heard the other’s message by paraphrasing what they’ve said to check for understanding. Then, share your own thoughts, openly, honestly and without defensiveness.
Say What You’ll Do, Do What You Say
As the article states, “Nothing boosts others’ faith in you like doing what you say you’ll do, when you say you’ll do it”. Therefore, don’t overcommit. Be realistic when you make a promise to someone. This not only reduces your overwhelm because you won’t be working all hours to deliver on time, but also allows you to build trust, through actually following through on your commitments.
Admit Your Mistakes
If something goes wrong, the worst thing to do is to try and hide it. Instead, share what happened and identify a solution to resolve the situation. By doing this, you encourage others to be open when things go awry and to use those situations as opportunities to learn and grow.
Be Sincere
If you are talking about someone else, pretend that they are present to the conversation. Nothing destroys trust faster than wondering whether someone is going to say bad things about you behind your back.
Avoid Stereotypes
Stereotypes exist for just about everything from gender, to race, to generational differences, etc. Ignore them. The reality is that we all have more in common than we think. Treat each person as an individual and trust will grow.
Dive in
This is not about blind trust but what is referred to as “smart trust”. Stephen M. R. Covey states that “smart trust means weighing your impulse to trust against other people’s credibility and the opportunity and risks at hand”. Overall, the chances are pretty good that your smart trust in others will be worth it.

Your Trust Building Tips

What trust building tips have worked for you? Please feel free to share, in the comment section, both those that you’ve observed as well as ones that you have implemented yourself.

Seven Principles of Extraordinary Results

August 3, 2020 By Sherry Dutra Leave a Comment

Are you consistently getting the personal and professional results that you desire? Given the level of unknowns that we are currently facing, it is more challenging than ever to stay on course. What if you had a model that easily conveyed how you create the results that you experience each day? What if you could gain insight into the patterns of your thinking and behavior that serve you as well as the patterns that do not? What possibilities might be open to you if you could learn to run your system rather than having it run you? The Results System™ allows you to gain these benefits by providing the framework, tools and solutions that raise the bar and drive results.

The Seven Principles of Extraordinary Results provide a simple introduction to the key concepts behind The Results System™.

Results First and Foremost:

What is the outcome that you desire to achieve? Start first with defining your end result and work backwards from there. You create what you focus on.

Goals are Not Results:

It’s important to make a distinction between a goal and a result. When you do not, you run the risk of limiting your choices and options. A “result” is the outcome you want to create. A “goal” is a target or milestone designed to achieve the result. For example, when you say, “I want to reach my sales target for the quarter,” you might think you are describing a result. In fact, this is actually a goal. The result is what you will have when you achieve your sales target, such as financial stability.

Choices Not Actions:

Choose your actions wisely. Often, you might feel you are making progress when you can check items off of a list. Yet, you may end up wasting time by leaping too quickly to action and completing tasks that are not fully aligned with creating the results you desire.

Invisibles Make the Difference:

Remember that everyone has blind spots and other factors that are not yet visible. Take time to become more self-aware to reveal the aspects that are operating behind the scenes. Doing so drives better choices and actions.

Silent Partners Make Predictable Patterns:

All humans have a unique and wonderful “operating system” that creates unconscious repeatable patterns of thinking and behavior. Having such a system allows you to motor throughout your life without having to consciously think about each step you need to take to complete daily tasks like getting ready in the morning or driving your car. Over time, these patterns of thinking and behavior become invisible and operate behind the scenes. In most cases, they serve you well. Yet, when you want to change in order to get a different result, these automatic patterns kick up a fuss. In order to dissuade you from changing, there are even three lines of defense to keep you from making a shift: remaining invisible, making change awkward, and telling us stories in our own voice that convince us that change would not be beneficial.

Change is a Process:

Any change that you set out to make has an emotional component to it. To create change that lasts we must deal with the inevitable feelings that will come up. While initially you might start off positively fired up about making the change and are certain you will be successful, the actual practice of creating new habits and permanently changing your behavior may cause you to swing from confidence to doubt to hope. When you experience this roller coaster, it may be enough to have you give up and go back to your old habits. Keep in mind that the emotions that arise are all a natural part of the change process. In knowing that, you can design strategies to manage the emotional ups and downs and achieve the result you want.

Use the System:

Take a systems based approach to creating your results. The Results System™ model helps you to reveal the visible and invisible factors that drive your ability to create results. Your Results System™ is unique to you. Even teams and organizations have a Results System™. Using the model will create greater self-awareness around the strengths and the detractors that impact your results and provide you with a means to make conscious choices and choose the actions that support the achievement of your key outcomes.

Call to Action

Are you willing to make changes to achieve the result you desire? If so, what action(s) are you willing to commit to in the next week to help you achieve this result by implementing the above principles into your life and work?
If you would like to learn more about how you can reveal your own Results System™ and develop strategies to create the results you desire, please reach out to me to discuss how this system can help you in all areas of your life. The Results Accelerator™ is an intensive professional development experience, based on the Results System™, that can be delivered virtually for individuals as well as for teams.

Adapted from “Seven Principles of Extraordinary Results” by ThoughtAction, LLC, 2015. Adapted with permission.

Emotional Intelligence (EQ): Skills to Create a Thriving Culture

June 2, 2020 By Sherry Dutra Leave a Comment

Think of the best manager you ever had during your career. What is it or was it about this person that made him or her so great? When I reflect back on the person who comes to mind for me, what stands out was my manager’s ability to stay calm in difficult situations, to be supportive and encouraging – a person who saw the best in me, even when I couldn’t. This manager listened to my ideas, and those of others on the team, and always made us comfortable to speak up, even if we had differing views. Additionally, this manager never hesitated to share information so that we all had the opportunity to learn and grow. No matter the situation, this manager had the capability to determine what was needed and address that need accordingly. Decades later, I still feel the positive impact of working for, what I learned later, was an emotionally intelligent leader.

EQ / IQ / Style

Much has been written about emotional intelligence over the years and many models of EQ exist. One of those models, brought to us by John Wiley and Sons, defines emotional intelligence as:

EQ: “the ability to read the emotional and interpersonal needs of a situation and respond appropriately…even if it’s difficult”.¹

Some organizations have embraced the concept of EQ and have actively helped their leaders to develop these skills. Such forward-thinking companies are finding that they are much better prepared to adapt and pivot quickly. Cultures are created where employees are engaged and motivated which significantly improves retention and positively impacts the bottom line. Unfortunately, for many organizations, developing leaders’ skills in this area has not been a high priority. Consequently, many leaders find themselves far outside their comfort zones when dealing with interpersonal issues in the workplace.

Data consistently shows the link between EQ and leadership effectiveness.² A leader’s ability to demonstrate the behaviors and mindsets of emotional intelligence is as important, if not more so, as their:

IQ: the skills, knowledge, and capability a leader possesses and the ability to apply that to problem-solve or meet goals, and
Behavioral style: how leaders approach their work and relationships.

A Solution

When it comes to leading yourself and others through the challenges being faced as we move through the pandemic, emotional intelligence skills are more critical than ever to cultivate. As leaders strive to rebuild businesses, show empathy to employees dealing with a myriad of stressors both inside and outside of work, manage their own cadre of emotions, make decisions during great ambiguity, and so on, there is a need to understand our emotional intelligence mindsets, leverage our strengths, and take action to improve the areas requiring more effort. Doing so will improve our ability to read situations and respond in a constructive way.

The good news is that there is now a program, Everything DiSC® Agile EQ™, that helps organizations and people adapt to whatever the future may hold, so that when it arrives, they are ready to meet the challenge. The power in the program lies in the combination of practical application and personalized learning. Each participant learns their likely EQ strengths based on their DiSC® behavioral style. Then, they receive specific feedback around their EQ opportunities with actionable recommendations to learn methods to stretch outside their comfort zone as circumstances may require.

Tips to Start Building EQ

Here are a few key tips³ to begin enhancing emotional intelligence. Some of these may be easier for you than others. With practice, those that are more of a stretch will take less effort.

Take a breath to help you stay calm in high pressure moments.
Separate emotions from the facts to see situations more clearly.
Confront issues that may impact important standards and goals.
Assert your conviction about your opinions and ideas.
Take concrete steps to transform your ideas into reality.
Put aside time and energy to create and maintain relationships with others.
Listen for what is not being said in interactions and use inquiry to draw out and understand the other person’s perspective.
Stay open to other’s ideas and be willing to compromise or even set aside your own preferences for the good of the team or a colleague.

Take Action

Dutra Associates, LLC is now offering Everything DiSC® Agile EQ. If you want to develop the leaders and teams who will be nimble and agile in facing challenges, both now and in the future, please contact me to discuss your organization’s needs. Both the assessment and subsequent training to deepen the learning can be conducted virtually to support remote workers. We also can support you and your team with virtual individual and group coaching to help support the development and application of emotionally intelligent mindsets.

¹ Agility Unlocked | Revealing the Connection Between Agility and Emotional Intelligence, John Wiley and Sons, Inc., 2020

² John Wiley and Sons, Inc. 2020 Agile Organization Survey Results; The Impact of Emotionally Intelligent Leadership on Talent Retention, Discretionary Effort and Employment Brand, Benjamin R. Palmer and Gilles Gignac, Vol. 44 NO. 1 2012, pp 9-18 © Emerald Group Publishing Limited, ISSN 0019-7858 | INDUSTRIAL AND COMMERCIAL TRAINING

³ Agility Unlocked | Revealing the Connection Between Agility and Emotional Intelligence, John Wiley and Sons, Inc., 2020

Adaptability: A Key Management Skill for Challenging Times

May 5, 2020 By Sherry Dutra Leave a Comment

As I write this, parts of the United States are beginning to allow some businesses to slowly re-open. Over time, more and more people will be going back to work. If you are a middle manager, you might be inclined to attempt a ‘business as usual’ approach as your team returns. Yet, there is nothing usual about the path forward. Most of us are experiencing the greatest ambiguity, volatility and complexity that we have been faced with in our entire personal and professional lives. There is no roadmap to follow, no prescription to cure the impact that COVID-19 has had on every aspect of our lives. A key management skill that is especially critical to your success right now is your level of adaptability. How able are you to adapt or adjust to new conditions?

As a middle manager, you are on the front lines with your team. It is your role to execute on the strategies that senior leaders set forth. And, it is equally your role to be there for your team and create an environment where people can be open about their concerns. You will be walking a tightrope as you strive to balance between empathetically helping your team cope with the stress they are feeling and ramping up productivity. There is no way to know what is coming next. Will stay at home orders start up again in the fall? Will there be furloughs or layoffs ahead? When will business rise to pre-COVID levels? No one has the answers.

So, rather than focus on what is out of your control, help your team to get focused on what they can control or influence. Draw on the key strengths of your team, provide them with the latitude and support to do their work, and keep yourself in a positive frame of mind as a model to your team. Developing your capacity for adaptability can support you in these challenging times to be the manager that you would like to be. Here are a few tips to consider:

Learn: You do not need to have all the answers. Being curious, asking questions, and involving others in finding the way forward will generate innovative solutions and commitment to your evolving business.
Be mindful of the conversation in your head: What are you telling yourself? Self-doubt will paralyze you and prevent you from taking what might be some necessary bold moves.
Step outside your comfort zone: Everyone is in new territory. Expand your horizons and try new approaches. Leaning too heavily on what is already known to you will slow your progress. Experimenting with new possibilities is what is called for now.
Take small steps forward: In the current environment, the best strategy is one in which you use what you know right now to determine just your very next step. When you take that step, check for the result and let that determine the next small step. Small steps in unknown territory allow for easy course correction.
Show yourself some compassion: Not every step will have the intended result. Let that be okay. Rather than spending any time on beating yourself up, instead look at what you might learn that will inform your next move.

No matter the situation, your ability to lead is tied directly to how you choose to behave. Your ability to choose your behavior versus react to circumstances is improved through self-care. Ensure that you ask for the support you need from your own manager and lean on your colleagues so that you are grounded, calm and empathetic. Practice the skill of adaptability and you will be primed to lead your team through this crisis.