San Francisco Bay Area Executive Coaching

Emotional Intelligence Solutions for Toxic Leadership

We coach leaders to cultivate creativity, clarity, focus and trust in a full engagement culture.

Toxic Leadership

Much has been written about toxic leaders with psychopathic traits and narcissistic personality disorders. Bad leaders leave a trail of diminishing returns, ruined reputations, failed products, employee litigation and disheartened staffs.

But applying labels doesn’t solve any problems. Leadership is relationship-driven, and organizational toxicity involves all levels—from followers to executive boards. Chopping off the rotting head won’t do the trick when the entire organizational system has been infected.

Companies that replace one dysfunctional leader with another often run through a series of CEOs in an attempt to find the right savior. They’re effectively changing seats on the Titanic.

Signs of Toxicity

There is no precise definition of toxic behavior. Most people recognize it as displays of arrogance, selfishness, manipulation, bullying, callousness and control. Toxic bosses may be smooth and polished with people they need, but disrespectful and harsh with subordinates.

Many toxic bosses achieve spectacular results and wind up in the limelight, so their transgressions are forgiven or tolerated. They use their ability to manipulate people to further their own careers, no matter the cost to the organization or its people.

In the short term, they act like heroes and create loyal followers who produce great results. In the long term, they create enemies, bend rules, and push the limits of ethics and relationships. When business results are positive, toxic behaviors may go unchecked. But when the bottom line takes a dip, CEOs lose their patience.

Resisting External Help

Unfortunately, companies often call in coaches or consultants only after reluctantly acknowledging the scope of their problems.

Even when they do ask for help, many CEOS have already chosen a culprit, and they try to dictate their agenda. When entrenched in defensive behaviors, leaders often resist attempts to change established patterns of negative organizational behavior.

Experienced coaches and consultants anticipate and push through this resistance. They are usually adept at evaluating toxic dynamics and preparing an honest, accurate evaluation.

Toxicity Prevention Plan

Perhaps what’s needed is a counterintuitive approach. Instead of viewing toxic leaders as liabilities, think of them as potential assets, innovators and rebels, urges management professor Alan Goldman in Transforming Toxic Leaders (Stanford University Press, 2009).

Working on the premise that “toxicity is a fact of company life,” Goldman offers 10 ways to prepare for its impact:

1. Take a proactive, preventive approach to detecting and handling dysfunctional behaviors. Articulate strategies for identifying problems throughout the company.
2. Find innovative ways to solve identified toxicity problems.
3. Engage external consultants and coaches as helping partners, when necessary.
4. Provide leadership and employees with emotional-intelligence training, which will improve relationships and toxin detection/management skills.
5. Provide negotiation and conflict-resolution training for management and HR leaders.
6. Develop organizational protocols for preventing, assessing and treating toxic behaviors. (Hiring an outside management consultant may be warranted.)
7. Designate managers or HR leaders to function as toxin detectors and handlers. Companywide training in toxicity and counterproductive behavior is appropriate.
8. Review your organization’s and leaders’ orientation toward workplace problems. How do you handle personnel and relationship conflicts? Toxin detection?
9. Review your current grievance, mediation, arbitration and/or ombudsperson policies to determine compatibility with, and support of, other toxin-related initiatives.

10. Use 360-degree feedback for early detection of interpersonal problems and dysfunctional behaviors.

Readiness for Change

Sometimes a situation has to deteriorate before people shout “Enough!” By the time HR, the executive board, the senior team and employees start using the “toxic” label, conflicts likely abound.

If top leaders or managers disagree about solutions, organizations may postpone making decisions and allow toxic behavior to continue. When the people at the top engage in power struggles, the consequences reverberate throughout the company: profit dips, layoffs, increased absenteeism and turnover, poor performance and abysmal customer service.

But fear and urgency are often good motivators, prompting leaders to face facts and do something. As Goldman notes, “Any transformation begins with a change in thinking and vocabulary.”

When coaches or consultants interview personnel about what’s wrong, they’ll listen for roadblocks and obstacles to readiness. They want to determine:

• Where are the openings for change?
• In which areas can there be a shift from negative to positive?
• In spite of everything that’s wrong, where are the successes?

The coach or consultant will identify potential areas for success, shifting everyone’s language and thinking from deficits to opportunities.

Toxicity Correction Plan

Start with the following steps for lowering your organization’s toxicity levels:

1. People must believe that change is possible and a realistic goal.
2. Everyone must accept personal accountability andabandon the use of labels and finger-pointing. Employees at all levels should identify their role in a given problem and find ways to help instead of hinder.
3. Everyone must agree to limit the use of negative language and focus instead on the organization’s overarching vision and goals. Consider training in positive leadership and the language of appreciation.
4. Key parties must attend coaching sessions to improve their interpersonal relationships process and eliminate toxic stories. Coaches can help them identify their strengths and develop coping skills that address their deficits.
5. Make training in emotional and social intelligence available throughout the organization.
6. Prioritize social and emotional intelligence in frequent performance reviews.
7. Consider recognizing small wins in project management to encourage appreciative communication.
8. Hire or designate toxin detectors and handlers who are trained in early detection of dysfunctional behaviors. Establish a program for early intervention.
9. Senior teams and executive boards should be charged with finding innovative solutions to their personal leadership deficits (i.e., appointing dual leaders for some positions,  implementing collaborative leadership policies).
10. Leaders should be encouraged to identify an expanded vision for the future—one that inspires people to work collaboratively.

You can develop the qualities of positive leadership by working with a professional coach. The investment is well worth the reward: your ability to influence the future, your career and your personal-development capabilities.

Are you working in a company where executive coaches provide leadership development to help leaders put positive leadership into action? Does your organization provide executive coaching for leaders who need to be more tap into the intrinsic motivation of followers? Positive leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I a positive leader who inspires individuals and organizations achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders develop more positive teams.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help leaders nurture mindful conversations in the workplace. You can become an inspiring leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area Executive Coaching Firm Helping Innovative Companies and Law Firms Assess, Select, Coach, Engage and Retain Emotionally Intelligent Leaders; Executive Coaching; Leadership Development; Performance-Based Interviewing; Competency Modeling; Succession Management; Culture Change; Career Coaching and Leadership Retreats

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Mindfulness & Emotional Intelligence Workplace Expert

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

For more information, please go to http://www.workingresources.com, write to [email protected], or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com
Visit Maynard's Blog: http://www.workingresourcesblog.com 

Connect with me on these Social Media sites.
 http://twitter.com/drbrusman

 http://www.facebook.com/maynardbrusman
 http://www.linkedin.com/in/maynardbrusman

 http://www.youtube.com/user/maynardbrusman
http://google.com/+maynardbrusman

 

 

 

 

 

 

Creating a Positive Mindset and Company Culture

We coach leaders to cultivate creativity, clarity, focus and trust in a full engagement culture.

Creating a Positive Mindset and Company Culture

I’ve learned over the years that my most effective executive coaching leadership clients know the “why” of what they are passionate in achieving. They lead from a compassionate and positive space within.

Positive leaders are mindful, and get excited in my office telling me inspiring stories of their hopes and struggles. They have a growth versus fixed mindset, and are optimistic and forward thinking.

One of my CEO executive coaching clients shared with me that he was struggling to convince several of his senior executives on changing their company culture. The data from a recent company engagement survey indicated that far too many employees were not engaged with the mission and vision of the company.

The company culture was negative and toxic. The big egos of top leadership were consistently locked in a battle of who was right and blaming the others for perceived failures. Each of the leaders had a strongly held belief that others were responsible for the mediocre performance of the organization. As a result, negativity cascaded throughout the organization.

I asked the CEO to reflect on the following question: “What behaviors do you observe now and what would you like to see in the future?” He took a moment breathing deeply and responded, “I can be too negative, and tolerate unproductive beliefs and behaviors that don’t contribute to growth”.  

I applauded him on his self-insight and courage to take responsibility for the current situation. I suggested that he first work on changing his own own habits and patterns of behavior which helped create the current culture. He then would model the new desired behavior of positivity and help create resonance for the organization.

After several months of coaching focused on changing his negative beliefs and focusing on positivity, he reported that he felt he was making progress. The CEO changed his habit of focusing on the negative, and began paying attention to what was working well. He was becoming a more inspirational leader telling positive stories that helped create a more resilient culture.

The members of the executive team thought that if he could change and become more positive emotional attractor and stop blaming others well maybe they could too! The CEO was so passionate about his belief in creating a new culture based on trust. They began to pay attention to their own habits and patterns of behavior that were counterproductive to creating a high performance culture.

At an off site Retreat that I facilitated, leaders at all levels of the company co-created a Values Statement that reflected the aspirations of everyone aligned towards a common goal. Values drive commitment. The energy at work was beginning to shift, and people reported being happier and more committed to achieving business results through passionate and conscious collaboration.

Emotionally intelligent leaders know that creating a positive workplace culture and climate where emotions are appropriately expressed increases engagement and moves things forward. In order for people to be fully engaged, they need to feel they are following leaders who inspire them emotionally. Engagement is most influenced by how their leaders behave.

Positive Engagement

The No. 1 reason why most Americans leave their jobs is the feeling they’re not appreciated. In fact, 65% of people surveyed said they received no recognition for good work in a previous year, according to Tom Rath and Donald O. Clifton, authors of How Full Is Your Bucket? Positive Strategies for Work and Life (2004).

According to newer Gallup research, what employees want most — along with competitive pay — is quality management. When they feel unappreciated and disapprove of their managers, they leave or stop trying.

Almost 25% of U.S. employees would fire their bosses if given the chance, and about 50% of actively disengaged workers would follow suit.

A Gallup Management Journal survey found that, of all 24.7 million U.S. workers, roughly 18% are actively disengaged. Gallup estimates the lower productivity of actively disengaged workers costs the U.S. economy about $382 billion (http://gmj.gallup.com/content/28867/Many-Employees-Would-Fire-Their-Boss.aspx).

Because of current economic realities, people may not be leaving their jobs. Instead, they join the ranks of the disengaged and become “missing in action.” It rests upon managers to learn better ways of interacting with the people on whom they depend. Executive coaching can help leaders develop a positive mindset, and connect with the hearts and minds of their people.

The benefits of developing a positive or growth mindset follow:

Ten Benefits of a Positive Mindset

1. Positive people live longer.

2, Positive people are more resilient when facing stressful challenges.

3. Positive work environments outperform negative work environments.

4. Positive, optimistic salespeople sell more than pessimistic salespeople.

5. Positive leaders make better decisions under pressure.

6. Successful marriages are likely to experience a 5-to-1 ratio of positive to negative interactions.

7. Positive people are able to maintain a broader perspective and identify solutions.

8. Positive thoughts and emotions are the antidote to the negative effects of stress.

9. Positive emotions such as gratitude and appreciation help athletes perform at a higher level.

10. Positive leaders are more likely to achieve greater success in the workplace.

You can develop a more positive mindset and company culture by working with an executive coach. The investment is well worth the reward: your ability to influence your organization’s future, your career and your personal-development capabilities.

Are you working in a company where executive coaches provide leadership development to help leaders put positive leadership into action? Does your organization provide executive coaching for leaders who need to be more positive? Positive leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I a positive leader who helps individuals and organizations achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders develop more positive teams.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help leaders nurture positivity in the workplace. You can become a more positive leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area Executive Coaching Firm Helping Innovative Companies and Law Firms Assess, Select, Coach, Engage and Retain Emotionally Intelligent Leaders; Executive Coaching; Leadership Development; Performance-Based Interviewing; Competency Modeling; Succession Management; Culture Change; Career Coaching and Leadership Retreats

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Mindfulness & Emotional Intelligence Workplace Expert

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

For more information, please go to http://www.workingresources.com, write to [email protected], or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com
Visit Maynard's Blog: http://www.workingresourcesblog.com 

Connect with me on these Social Media sites.
 http://twitter.com/drbrusman
 http://www.facebook.com/maynardbrusman
 http://www.linkedin.com/in/maynardbrusman
 http://www.youtube.com/user/maynardbrusman
 http://google.com/+maynardbrusman

 

Driven to Lead - Four Basic Human Drives

Driven Leaders

The late Harvard Business School Professor Paul R. Lawrence and Harvard Business School Dean Nitin Nohria propose a theory of four basic drives that motivate all humans in Driven: How Human Nature Shapes Our Choices (Jossey-Bass, 2002). The drives are:

1. To acquire what we need for survival, conception and our offspring’s survival. This drive far surpasses our drives to acquire food, water, warmth and a mate. We are driven to attain things that interest us, give us a sense of identity and meet our loved ones’ needs.

2. To defend ourselves and our offspring from threats. We’ll protect our family and groups to which we belong, our ideas and beliefs, our sense of pride and hope, and our self-image.

3. To bond and form long-term, mutually caring and trusting relationships with others.

4. To comprehend (to learn, create, innovate, and make sense of the world and our place in it).

Leadership, they note, must effectively balance these four basic human drives. While other species survive by feeding, mating, fighting and fleeing, humans survive by feeding, mating, fighting, fleeing, befriending andfiguring out.

Humans have evolved to survive differently from other animals. We have endured as a species because we learned to work in groups and rely on problem-solving skills, rather than brute force, inborn physical capacities and instincts.

We achieve an optimal state of leadership when we cultivate and consciously manage all four drives. It’s not enough to be mindful of one or two of them. As Lawrence and Nohria wrote:

“We would predict that those who have found ways to satisfy all four drives (at least over time) will feel more fulfilled than those who have focused on some to the exclusion of others.”

Lawrence expands his theories in Driven to Lead: Good, Bad, and Misguided Leadership(Jossey-Bass, 2010), citing contemporary brain research that supports how the four drives influence decision-making and actions.

As a leader or manager, how are you balancing all four drives in making business decisions that respect the drives to acquire, defend, bond and comprehend? If you’re ignoring one drive in favor of another you may find yourself and your organization in trouble.

In the work I do coaching leaders in organizations www.workingresources.com, we discuss how to make balanced decisions that sustain progress and profits. Maybe it’s time we have that conversation? You can contact me here [email protected].

For now, gaining an understanding of these drives gives you a tremendous leadership advantage — a valuable lens through which to view people’s behaviors. You can develop these qualities by working with a professional coach.The investment is well worth the reward: your ability to influence the future, your career and your personal-development capabilities.

Are you working in a company where executive coaches provide leadership development to help leaders put positive leadership into action?Does your organization provide executive coaching for leaders who need to be more motivational? Inspiring leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I an inspiring leader who helps individuals and organizations achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders develop more positive teams.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help leaders inspire followers.You can become a mindful leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area Executive Coaching Firm Helping Innovative Companies and Law Firms Assess, Select, Coach, Engage and Retain Emotionally Intelligent Leaders; Executive Coaching; Leadership Development; Performance-Based Interviewing; Competency Modeling; Succession Management; Culture Change; Career Coaching and Leadership Retreats

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Mindfulness & Emotional Intelligence Workplace Expert

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

For more information, please go to http://www.workingresources.com, write to [email protected], or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com
Visit Maynard's Blog: http://www.workingresourcesblog.com 

Connect with me on these Social Media sites.
http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/maynardbrusman
http://google.com/+maynardbrusman

 

 

Bad Leadership vs. Evil Leadership

Balancing the 4 Drives of People

What happens when bad leadership evolves into evil leadership? How can we understand bad leaders’ behaviors and prevent them?

I believe that knowledge of basic human drives helps leaders balance the needs to make a profit and still respect people and the environment for long term success.

In Paul R. Lawrence’s latest book, Driven to Lead: Good, Bad, and Misguided Leadership, the author emphasizes the importance of balancing our universal human motivations:

1. The drive to acquire
2. The drive to defend
3. The drive to bond
4. The drive to comprehend

Indeed, bad leadership becomes an appalling part of the human condition when those at the top focus solely on acquiring more. These “horrible bosses” ignore basic human decency and others’ needs.

They have no interest in bonding and getting along with others (unless it furthers their agenda). They spend more time covering up their crimes and misdemeanors than finding legitimate ways to succeed, exploring others’ ideas and taking an interest in their colleague’s lives.

Good leaders, however, take appropriate actions and make sound decisions that are not based on self-interest. They manage all four drives, recognizing that inaction and lousy decisions spring from focusing on only one or two drives, to the exclusion of others.

Evil Leadership

Evolutionary psychologists estimate that about 2% of the population lacks the gene for bonding. These individuals have little to no sense of empathy for others, and they have zero desire to form mutually beneficial relationships.

These are, in short, psychopaths. Not all of them are criminals. Some can hide their behavior to avoid being shunned or imprisoned (at least until they’re caught), but all are decidedly dysfunctional.

An inability to bond (or lack of desire to do so) results in a deficient moral compass. These individuals have no conscience or sense of shame, and history has taught us the ramifications of allowing them to ascend to positions of power. (Think Hitler, Stalin and their ilk.)

Unfortunately, a small minority also rise to the rank of CEO/business leader.

A Leadership Advantage

We cannot afford to be “mystified” by our own and others’ behaviors. We’ve seen how destructive we can be to each other. Corporate misdeeds have a significant reach as the world becomes an increasingly global village.

Professor Lawrence’s theory of the four drives is universal, testable and actionable. Time will tell if it gains favor as a basis for understanding motivation and drives.

For now, gaining an understanding of these drives gives you a tremendous leadership advantage — a valuable lens through which to view people’s behaviors.

I’ve noticed in my work coaching people www.workingresources.com in organizations how valuable it is to review business decisions for each of the four drives. I encourage you to do the same. If you have questions, let’s talk. You can contact me here [email protected].

For now, gaining an understanding of these drives gives you a tremendous leadership advantage — a valuable lens through which to view people’s behaviors. You can develop these qualities by working with a professional coach.The investment is well worth the reward: your ability to influence the future, your career and your personal-development capabilities.

Are you working in a company where executive coaches provide leadership development to help leaders put positive leadership into action? Does your organization provide executive coaching for leaders who need to be more motivational? Inspiring leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I an inspiring leader who helps individuals and organizations achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders develop more positive teams.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help leaders inspire followers.You can become a mindful leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area Executive Coaching Firm Helping Innovative Companies and Law Firms Assess, Select, Coach, Engage and Retain Emotionally Intelligent Leaders; Executive Coaching; Leadership Development; Performance-Based Interviewing; Competency Modeling; Succession Management; Culture Change; Career Coaching and Leadership Retreats

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Mindfulness & Emotional Intelligence Workplace Expert

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

For more information, please go to http://www.workingresources.com, write to [email protected], or call 415-546-1252.

Subscribe to Working Resources Newsletter: http://www.workingresources.com
Visit Maynard's Blog: http://www.workingresourcesblog.com 

Connect with me on these Social Media sites.
http://twitter.com/drbrusman
http://www.facebook.com/maynardbrusman
http://www.linkedin.com/in/maynardbrusman
http://www.youtube.com/user/maynardbrusman
http://google.com/+maynardbrusman

 

 

Emotionally Intelligent Leadership: Survival of the Fittest

Leadership: Survival of the Fittest

In business, it takes a lot to survive and thrive as a leader. How are you surviving these days? Is your leadership growing stronger?

“It is not the strongest of the species that survives, nor the most intelligent. It is the one most adaptable to change.” ~ Charles Darwin

There’s no question that surviving the corporate jungle requires intelligence, flexibility, political savvy, and the right amounts of courage and aggressiveness. Leadership is not for sissies — nor is it for authoritarian bullies.

The four drive theory that I’ve been reading about in Paul R. Lawrence’s book, Driven to Lead: Good, Bad, and Misguided Leadership(Jossey-Bass, 2010), cites contemporary brain research that supports how leaders are influenced in their decision-making and actions.

Great leaders must be smart and emotionally intelligent to influence people, fully engage their hearts and minds, and encourage peak performance. By understanding the four drives leaders will bring out the best in others and create a thriving workplace.

Leaders juggle multiple priorities, while making important decisions that drive people, performance and the right organizational results. They must find ways to satisfy all four drives for all stakeholders, their employees and customers:

1. The drive to acquire
2. The drive to defend
3. The drive to bond
4. The drive to comprehend

Leaders use conscious and unconscious brain processes to form decisions in the face of uncertainty, rapid changes and conflicting motivations. The better a leader can balance these four basic drives, the more successful they’ll be at sustaining success.

Conflicting Impulses

In my work coaching clients [link], some executives complain about conflicting priorities. In fact, humans are hardwired to feel conflicting emotions. As leaders, we must continually assess options and arrive at acceptable decisions through negotiating best compromises.

Animals don’t have this problem. After acquiring food, shelter, a mate and ways to defend themselves against threats, they’re basically set. We, on the other hand, must balance two additional drives:

• To bond with, trust and care for other people (and to be trusted and cared for by them)
• To make sense of our lives (understand the “why” and “how”)

These additional drives allow us to adapt better than lower animals, and they also explain why our brains are three times larger than those of our nearest primate ancestors. But the drives also make us more responsive to the environment, giving us more to react to and consider when making decisions.

Modern managers and leaders must take into account so many different impulses. They must balance their teams’ needs and desires against those of the boss, corporation, customers, stock market, environment and self.

We are built to work and achieve in groups: to lead and follow, to learn from each other, to trust, to protect and care for each other, to acquire what we need collectively even if we later enjoy it individually. We have evolved in this way because it’s a very successful means of survival.

What about you in your organization? I work with many leaders www.workingresources.com, some of whom find it nearly impossible to find the right balance between profits and people. Perhaps I can help you. Let’s have a conversation. You can contact me at [email protected].

Are you working in a company where executive coaches provide leadership development to help leaders put positive leadership into action? Does your organization provide executive coaching for leaders who need to be more positive?  Inspirational leaders tap into their emotional intelligence and social intelligence skills to create a more fulfilling future.

One of the most powerful questions you can ask yourself is “Am I a high EQ leader who helps individuals and organizations achieve their highest potential, flourish at work, experience elevating energy and achieve levels of effectiveness difficult to attain otherwise?” Emotionally intelligent and socially intelligent organizations provide executive coaching to help leaders develop more positive teams.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-I, CPI 260 and Denison Culture Survey can help leaders nurture mindful conversations in the workplace. You can become a mindful leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area Executive Coaching Firm Helping Innovative Companies and Law Firms Assess, Select, Coach, Engage and Retain Emotionally Intelligent Leaders; Executive Coaching; Leadership Development; Performance-Based Interviewing; Competency Modeling; Succession Management; Culture Change; Career Coaching and Leadership Retreats

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|
Trusted Advisor to Executive Leadership Teams
Mindfulness & Emotional Intelligence Workplace Expert

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies select and develop emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

“Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work.” — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

For more information, please go to http://www.workingresources.com, write to [email protected], or call 415-546-1252.

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Visit Maynard's Blog: http://www.workingresourcesblog.com 

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