It was Daniel Goleman who first brought the term emotional
intelligence to a wide audience with his 1995 book of that name, and it was Goleman who first applied the concept to business with his 1998 HBR article, reprinted here. In his research at nearly 200 large, global companies, Goleman found that while the qualities traditionally associated with leadershipsuch as intelligence, toughness, determination, and visionare required for success, they are insufficient. Truly effective leaders are also distinguished by a high degree of emotional intelligence, which includes self-awareness, self- regulation, motivation, empathy, and social skill. These qualities may sound soft and unbusinesslike, but Goleman found direct ties between emotional intelligence and measurable business results. While emotional intelligences relevance to business has continued to spark debate over the past six years, Golemans article remains the definitive reference on the subject, with a description of each component of emotional intelligence and a detailed discussion of how to recognize it in potential leaders, how and why it connects to performance, and how it can be learned. Every businessperson knows a story about a highly intelligent, highly skilled executive who was promoted into a leadership position only to fail at the job. And they also know a story about someone with solid but not extraordinaryintellectual abilities and technical skills who was promoted into a similar position and then soared. Such anecdotes support the widespread belief that identifying individuals with the right stuff to be leaders is more art than science. After all, the personal styles of superb leaders vary: Some leaders are subdued and analytical; others shout their manifestos from the mountaintops. And just as important, different situations call for different types of leadership. Most mergers need a sensitive negotiator at the helm, whereas many turnarounds require a more forceful authority. I have found, however, that the most effective leaders are alike in one crucial way: They all have a high degree of what has come to be known as emotional intelligence. Its not that IQ and technical skills are irrelevant. They do matter, but mainly as threshold capabilities; that is, they are the entry-level requirements for executive positions. But my research, along with other recent studies, clearly shows that emotional intelligence is the sine qua non of leadership. Without it, a person can have the best training in the world, an incisive, analytical mind, and an endless supply of smart ideas, but he still wont make a great leader. In the course of the past year, my colleagues and I have focused on how emotional intelligence operates at work. We have examined the relationship between emotional intelligence and effective performance, especially in leaders. And we have observed how emotional intelligence shows itself on the job. How can you tell if someone has high emotional intelligence, for example, and how can you recognize it in yourself? In the following pages, well explore these questions, taking each of the components of emotional intelligenceself- awareness, self-regulation, motivation, empathy, and social skillin turn.
Evaluating Emotional Intelligence Most large companies today have employed trained psychologists to develop what are known as competency models to aid them in identifying, training, and promoting likely stars in the leadership firmament. The psychologists have also developed such models for lower-level positions. And in recent years, I have analyzed competency models from 188 companies, most of which were large and global and included the likes of Lucent Technologies, British Airways, and Credit Suisse. In carrying out this work, my objective was to determine which personal capabilities drove outstanding performance within these organizations, and to what degree they did so. I grouped capabilities into three categories: purely technical skills like accounting and business planning; cognitive abilities like analytical reasoning; and competencies demonstrating emotional intelligence, such as the ability to work with others and effectiveness in leading change. To create some of the competency models, psychologists asked senior managers at the companies to identify the capabilities that typified the organizations most outstanding leaders. To create other models, the psychologists used objective criteria, such as a divisions profitability, to differentiate the star performers at senior levels within their organizations from the average ones. Those individuals were then extensively interviewed and tested, and their capabilities were compared. This process resulted in the creation of lists of ingredients for highly effective leaders. The lists ranged in length from seven to 15 items and included such ingredients as initiative and strategic vision. When I analyzed all this data, I found dramatic results. To be sure, intellect was a driver of outstanding performance. Cognitive skills such as big-picture thinking and long-term vision were particularly important. But when I calculated the ratio of technical skills, IQ, and emotional intelligence as ingredients of excellent performance, emotional intelligence proved to be twice as important as the others for jobs at all levels. Four Lessons in Adaptive Leadership
The armed services have been in the business of leadership development much longer than the corporate world has. For more than two centuries, America has trained its officers to be effective leaders in combat and beyondthe U.S. Military Academy at West Point dates to 1802. But warfare has changed, and so has business. Military leaders need new tools and techniques to face a fast-changing and unpredictable type of enemyso the armed services train their officers in ways that build a culture of readiness and commitment. Business leaders need just such a culture to survive and succeed, given that they, too, face unprecedented uncertaintyand new types of competitors. Thats why my colleagues at Wharton and I incorporate military leadership principles into our MBA and executive MBA programs, through direct contact with members of the U.S. Army, the U.S. Marine Corps, and the Department of Defense. Students have the opportunity to engage with top leaders from the armed services, participate in military training exercises, and visit historic battlefields. Most events are briefone or two days longbut all are intense. Anchoring learning moments in such experiences, we believe, brings the leadership precepts to life. In this article, I focus on four of them: Meet the troops, make decisions, focus on mission, and convey strategic intent. Most managers understand that these are essential for leadership. But seeing them embodied, experiencing them personally, and witnessing where they made a difference is what drives them home. Meet the Troops Creating a personal link is crucial to leading people through challenging times. An important facet of our business leadership program entails bringing military officers to campus. Heres how one day played out when the Chairman of the U.S. J oint Chiefs of Staff visited our MBA classrooms. It is 10 minutes before class time, and many of the 65 first-year students are taking their assigned seats in a tiered classroom. The general strides into the roomfour stars on his epaulets and a half- dozen staffers and security agents close behind. He walks straight to the first row and introduces himself to the nearest student. He shakes hands, exchanges a few personal words, and then moves on to the next student. Hes working the room, and after several minutes he reaches a student from Moscow in the third row.
What do great leaders know that good leaders dont? The secret is that leadership is actually an activity, not a position. It is something that we do. Great leadership is all about knowing how to: Lead in times of crisis and chaos Lead when you dont completely understand the problem (let alone the solution!) Lead change when faced with uncertainty and resistance Lead even without the title or authority Face challenges when there are no obvious answers The good news is: great leaders are created, not born. Great leadership skills can be learned, and successful leaders never stop learning.
Do you want to be a better leader? Social Leadership Australia brings together diverse groups of people who are looking to make progress and change. If youre ready to fill your leadership toolkit with practical new skills, apply for our popular introductory 4-Day program. This program will change the way you lead. Youll learn how to: Make better decisions Perform better in meetings Work better with others (we all have to deal with difficult people at some point) Network and create new cross-sector connections that can help you make progress on the things that matter most to you Be a great leader Step out of your comfort zone so you can see your challenges through different eyes.
Is the program right for me? Leaders can be any type of person and can exist at every level of an organisation. We can teach you how to create a shared vision and inspire others to take action to solve their own problems. This program is suitable for people across the spectrum. Experienced leaders can refine their thinking and gain an advanced level of understanding. Aspiring leaders will gain skills to give them an edge at work. You will also benefit by making connections with your fellow classmates and guest speakers who are bound to inspire and challenge you. What is Adaptive Leadership? Bring to mind an issue at work that keeps resurfacing. Youve thrown money, time and resources at solving it, but nothing seems to work. Theres no precedent and no rules to follow. Chances are this is an adaptive leadership challenge. Adaptive leadership is about working in uncertainty and ambiguity to discover new ways forward. Our 4 Day Introduction to Adaptive Leadership program offers a unique opportunity to see problems in a new light and learn new skills hands-on.
What should I expect? Highly interactive, the program includes a mixture of theory, reflection, group work and community engagement. You will be encouraged to work with your own values and purpose. When we cant find solutions by just thinking about our problems, we need to work on them together. So if youre facing a leadership challenge with no clear solution, four days with us could be just the breakthrough you need.
Keep the Schedule Plan Strong and Constraint-Free
The project schedule plan is probably one of the most important project management assets a project manager has to develop, maintain and manage throughout a project. Why? Because compared to other planning documents -- such as the resources plan, costs plan or risk management plan -- a project schedule will generally have widespread visibility within the project's environment and among stakeholders. For instance, your project sponsors will want to see your project schedule and understand whether you are on track to deliver it on time. The beneficiaries of your project will want to see it to understand your next deliverables or key milestones. Your core project team will seek it out to find out how work activities are planned and relate to one another, and how resources are allocated. And, probably most important, you as the project manager will need it to be your map throughout the project, guiding you to drive the project to its target. Now, if your project schedule is incomplete or flawed -- for example, it's missing work tasks or it features wrong dependencies between project tasks -- you will most likely steer your project into a wall. And even if you put everything right into it (i.e., all work activities, the right durations, right resources assigned, right dependencies), that still might not be sufficient for a successful delivery. That's because, as you know, a project schedule is not a linear sequencing of work tasks that perform exactly as initially planned. In addition, your project schedule will be subject to the project's challenges and constraints, such as resources scarcity, work overload, aggressive milestones or delays. It's these unexpected or imposed factors that will constrain your project schedule and demand that you react quickly, applying various tactics and techniques, to adapt the project schedule and make it ultimately work.
There are several techniques that can help in analyzing, adapting and improving a constrained project schedule. Among these, three stand out for their effectiveness: 1. Resource leveling, to be used when you have resource constraints or are aiming for more efficient and effective resources utilization 2. Schedule crashing, for reducing tasks' duration by applying multiple or better resources to the same tasks 3. Fast-tracking, to reduce the project duration by overlapping tasks that otherwise would have been sequential and dependent on one another 3 Techniques for Breaking Constraints In my last post, I wrote about the importance of a project schedule plan and the fact that a project schedule is generally constrained by various factors. In this post, I'll take a deeper dive into the three techniques that can be applied to address resource and time constraints. Resource leveling This technique can be applied to a project's schedule plan when the project is facing resource constraints or when you need to allocate resources consistently and most effectively throughout the life cycle (e.g., all resources utilized at 100 percent capacity by project completion). You'll need to apply this technique when resources are available only for a certain time or when you have resources over- allocated in parallel project activities. The basic idea behind resource leveling is to recognize tasks, priorities, dependencies and constraints. Tasks with the highest priority will be scheduled first. Others, depending on their dependencies and constraints, will be moved for later or assigned other resources available during this time.
Logically speaking, resource leveling is applied in this order: 1. Develop the schedule. 2. Consider work tasks, dependencies and constraints. 3. Identify the critical path of your project schedule. 4. Allocate resources. Once you have identified resource bottlenecks and over-allocated or under-utilized resources, set task priorities and apply resource leveling. In some cases, resource leveling can lead to critical path changes -- for instance, if you have to extend the duration of a task on the critical path, due to the reduced availability of a critical resource.
Schedule crashing This is a schedule compression technique for dealing with time constraints without sacrificing project scope -- for example, when you have to meet a hard deadline for one of your project's deliverables. This technique focuses on the tasks on the critical path. Shortening them reduces the total duration for meeting a given deadline or milestone. And delivering a project in its entirety, with no scope change, in a reduced time can only be achieved by increasing or improving the resources allocated for that task. As an example, let's take a software project aimed at creating a new system, and migrating functionality and data from an older system. You could reduce task time by allocating more programmers to develop in parallel the functionality of the new system. Similarly, to shorten the data-migration time, you could replace a regular computing machine with a more powerful one. Be aware that crashing the schedule will generally increase costs. And sometimes, there will be tasks that will have the same duration, no matter how efficiently they can be performed (e.g., monitoring the stability and reliability of a component for a fixed time).
Fast-tracking This is another schedule compression technique that can help reduce project time without changing the scope. The focus of fast-tracking is on expediting certain tasks by overlapping their execution, despite their dependencies. Let's take the same software project as an example. Chronologically reversed, programming the new functionality (task number one) depends on designing it first (task number two), which depends on a gap analysis task (task number three). By applying fast-tracking to these three tasks, instead of executing the tasks in a sequence, you can overlap them. You can start the design (task number two) in parallel and lagged with the gap analysis (task number three). Similarly the programming (task number one) will start lagged while the design (task number two) is in execution. Fast-tracking is one of the most-used tactics to deal with time constraints, but it does have a few downsides. By not waiting for the complete results of preceding deliverables, fast-tracking could lead to delivering lower quality or even reworking some tasks, which can result in additional costs and delays. The project environment can get very dynamic with tasks conducted in parallel. This can be a challenge for project managers, who might lose sight of the bigger picture or get overwhelmed with managing overlapping activities. What is your experience with these techniques? Which do you think is most effective? Two-In-One Success : Organization and Individual The Power of Happiness
People talk about motivation, work-life balance and developing a productive team. But only a few realize the importance of happiness within this equation. Look no further than the recent cricket matches between England and Australia for a very interesting case study of the effect of leadership and morale on sustained team performance. I'm not going to explain cricket other than to highlight that it's a team game and that each test match takes up to five days, with six hours of playing time each day. It requires sustained concentration, and outcomes are significantly influenced by the collective expectations and attitude within the team. Unlike many sports, a single star cannot make a huge difference without support from his teammates and the playing time resembles that of a normal workweek. In parts of what was once the British Empire, the game of cricket reigns supreme. One of the sport's major contests is the series of five matches between English and Australian teams every couple of years for "The Ashes." The outcome of each of the five series is of significant national importance -- defeating the "old enemy" makes headline news in both countries. Unusually, in the last nine months, there have been two series played: the first in mid-2013 and the second in the current Australian summer. England won the first series 3-0. And after losses in India and England, the Australian team was written off as "the worst ever" by the local press. But then Australia won the second series 5-0, a feat only accomplished twice before in Ashes history, and now they're national heroes. What caused the change? The difference wasn't in the skills of the players or the support staff (they were basically the same). It was the team's attitude. Prior to the start of the English series, Australia focused on peak performance at all costs. There were rules, curfews and strictly enforced discipline, which led to dissent, internal divisions and disenchantment. The Australian Cricket Board decided a change was needed and appointed Daren "Boof" Lehmann as the new team coach just 16 days before the first English test. The change was too late to make much of a difference in the England series, but by the time the Australian series started, Mr. Lehmann's philosophy had made a fundamental -- and enduring -- change in the Australian team culture. With Mr. Lehmann at the helm, every team member is committed to team excellence. And rather than training drills for the sake of drills to drive performance, players want to improve and develop. The drive is intrinsic, not extrinsic. The most often repeated comment among team members is, "Lehmann made it fun again!" The Australian team members are happy, taking genuine delight in each other's successes as well as providing support and encouragement when things don't go as planned. This transformation will undoubtedly be the subject of research in years to come, but my initial impressions of the key skills Mr. Lehmann has used are: Respecting and trusting his players -- garnering responsible behaviors in return Allowing time for life beyond cricket, resulting in a fresh enthusiasm for both the training regime and the game Setting high expectations, but using a supportive style to encourage striving for excellence rather than demanding excellence Applying these techniques takes courage (especially under the glare of national publicity). Building a champion team that enjoys its work and challenges is the challenge for any leader, particularly if you want your team to help you push your project through to a successful conclusion.
How do you make your team's work fun when you need high performance? 3 Ways to be a Better Communicator As project managers, it's easy to get caught up in the technical aspects of our jobs. For example, if you are in IT, there is always a new bit of code, application or hardware that -- if you invest the time in learning about it -- will make your work easier. But I'd like to share the number-one way you can actually improve your project management skills -- and it won't take days of learning a new technology or software. It's by using communication skills you already have in a more focused, conscious manner. 1. Build communication into your everyday plan. Project managers tend to get pulled in multiple directions. So instead of being the driving force behind the information flow, you end up reacting to the latest problem or sponsor demand. While you are never going to be free of these things, you can manage them more effectively by creating a communications plan. This can be as simple as having a daily status meeting to cover where everyone is, or as elaborate as a multilayered communications plan that accounts for interactions with sponsors, team members and stakeholders. Either way, start by planning for how you want to manage your daily communication, and your project management will get easier. 2. Be specific. We find ourselves dealing with very complex and difficult projects. With this complexity comes the challenge of making clear your directions, instructions, timelines and goals. The best way to overcome that is by being extremely specific. As a project manager, you may not have the industry-specific technical skills needed to understand every aspect of your project, but you should know what goals are driving the project, which means you have the ability to set and understand very specific objectives for your team. This is going to help you not only manage the workflow more efficiently, but your communication with your sponsors, stakeholders and teams will be more efficient because you are going to have more specificity with which to address their questions and concerns. 3. Show empathy and support. You know what pressure from sponsors, stakeholders and team members feels like. So take a step back and think about how those parties feel as well. After all, you are often at the center of the flow of all information into and out of the project. So to really move your communication and project management skills forward this year, be consciously aware of how the flow of information -- or lack of it -- can make your team and stakeholders feel. Let them know you understand how they feel about being a little behind on the information curve. Express your support for the project and the work that is being done. Often this little step of positive communication can win you big points with stakeholders. With these three tips, you can do a better job of managing the aspects of communication that you can handle -- making the aspects you can't always control a little easier to navigate. Manage Your Work, Manage Your Life
Artwork detail: Liliana Porter, Man with String, 2009, string and pencil lines on paper, 12 3/4" x 15 3/4" Work/life balance is at best an elusive ideal and at worst a complete myth, todays senior executives will tell you. But by making deliberate choices about which opportunities theyll pursue and which theyll decline, rather than simply reacting to emergencies, leaders can and do engage meaningfully with work, family, and community. Theyve discovered through hard experience that prospering in the senior ranks is a matter of carefully combining work and home so as not to lose themselves, their loved ones, or their foothold on success. Those who do this most effectively involve their families in work decisions and activities. They also vigilantly manage their own human capital, endeavoring to give both work and home their dueover a period of years, not weeks or days. Thats how the 21st-century business leaders in our research said they reconcile their professional and personal lives. In this article we draw on five years worth of interviews with almost 4,000 executives worldwide, conducted by students at Harvard Business School, and a survey of 82 executives in an HBS leadership course. Deliberate choices dont guarantee complete control. Life sometimes takes over, whether its a parents dementia or a teenagers car accident. But many of the executives weve studiedmen and women alikehave sustained their momentum during such challenges while staying connected to their families. Their stories and advice reflect five main themes: defining success for yourself, managing technology, building support networks at work and at home, traveling or relocating selectively, and collaborating with your partner. Defining Success for Yourself When you are leading a major project, you determine early on what a win should look like. The same principle applies to leading a deliberate life: You have to define what success means to you understanding, of course, that your definition will evolve over time. Executives definitions of professional and personal success run a gamut from the tactical to the conceptual (see the exhibit How Leaders Define Work/Life Wins). For one leader, it means being home at least four nights a week. For another, it means understanding whats going on in the lives of family members. For a third, its about having emotional energy at both work and home. How Leaders Define Work/Life Wins Some intriguing gender differences emerged in our survey data: In defining professional success, women place more value than men do on individual achievement, having passion for their work, receiving respect, and making a difference, but less value on organizational achievement and ongoing learning and development. A lower percentage of women than of men list financial achievement as an aspect of personal or professional success. Rewarding relationships are by far the most common element of personal success for both sexes, but men list merely having a family as an indicator of success, whereas women describe what a good family life looks like to them. Women are also more likely to mention the importance of friends and community as well as family. The survey responses consisted of short phrases and lists, but in the interviews executives often defined personal success by telling a story or describing an ideal self or moment in time. Such narratives and self- concepts serve as motivational goalposts, helping people prioritize activities and make sense of conflicts and inconsistencies. When work and family responsibilities collide, for example, men may lay claim to the cultural narrative of the good provider. Several male executives who admitted to spending inadequate time with their families consider absence an acceptable price for providing their children with opportunities they themselves never had. One of these men, poor during his childhood, said that his financial success both protects his children and validates his parents struggles. Another even put a positive spin on the breakup of his family: Looking back, I would have still made a similar decision to focus on work, as I was able to provide for my family and become a leader in my area, and these things were important to me. Now I focus on my kids education...and spend a lot more time with them over weekends. Fergusons Formula
Some call him the greatest coach in history. Before retiring in May 2013, Sir Alex Ferguson spent 26 seasons as the manager of Manchester United, the English football (soccer) club that ranks among the most successful and valuable franchises in sports. During that time the club won 13 English league titles along with 25 other domestic and international trophiesgiving him an overall haul nearly double that of the next-most-successful English club manager. And Ferguson was far more than a coach. He played a central role in the United organization, managing not just the first team but the entire club. Steve J obs was Apple; Sir Alex Ferguson is Manchester United, says the clubs former chief executive David Gill. In 2012 Harvard Business School professor Anita Elberse had a unique opportunity to examine Fergusons management approach and developed an HBS case study around it. Now she and Ferguson have collaborated on an analysis of his enormously successful methods. J ourney to Greatness Anita Elberse: Success and staying power like Sir Alex Fergusons demand studyand not just by football fans. How did he do it? Can one identify habits that enabled his success and principles that guided it? During what turned out to be his final season in charge, my former student Tom Dye and I conducted a series of in-depth interviews with Ferguson about his leadership methods and watched him in action at Uniteds training ground and at its famed stadium, Old Trafford, where a nine-foot bronze statue of the former manager now looms outside. We spoke with many of the people Ferguson worked with, from David Gill to the clubs assistant coaches, kit manager, and players. And we observed Ferguson during numerous short meetings and conversations with players and staff members in the hallways, in the cafeteria, on the training pitch, and wherever else the opportunity arose. Ferguson later came to HBS to see the ensuing case study taught, provide his views, and answer students questions, resulting in standing-room-only conditions in my classroom and a highly captivating exchange. Ferguson and I discussed eight leadership lessons that capture crucial elements of his approach. Although Ive tried not to push the angle too hard, many of them can certainly be applied more broadly, to business and to life. In the article that follows, I describe each lesson as I observed it, and then give Ferguson his say. 1. Start with the Foundation Upon his arrival at Manchester, in 1986, Ferguson set about creating a structure for the long term by modernizing Uniteds youth program. He established two centers of excellence for promising players as young as nine and recruited a number of scouts, urging them to bring him the top young talent. The best-known of his early signings was David Beckham. The most important was probably Ryan Giggs, whom Ferguson noticed as a skinny 13-year-old in 1986 and who went on to become the most decorated British footballer of all time. At 39, Giggs is still a United regular. The longtime stars Paul Scholes and Gary Neville were also among Fergusons early youth program investments. Together with Giggs and Beckham, they formed the core of the great United teams of the late 1990s and early 2000s, which Ferguson credits with shaping the clubs modern identity. It was a big bet on young talent, and at a time when the prevailing wisdom was, as one respected television commentator put it, You cant win anything with kids. Ferguson approached the process systematically. He talks about the difference between building a team, which is what most managers concentrate on, and building a club. Sir Alex Ferguson: From the moment I got to Manchester United, I thought of only one thing: building a football club. I wanted to build right from the bottom. That was in order to create fluency and a continuity of supply to the first team. With this approach, the players all grow up together, producing a bond that, in turn, creates a spirit. When I arrived, only one player on the first team was under 24. Can you imagine that, for a club like Manchester United? I knew that a focus on youth would fit the clubs history, and my earlier coaching experience told me that winning with young players could be done and that I was good at working with them. So I had the confidence and conviction that if United was going to mean anything again, rebuilding the youth structure was crucial. You could say it was brave, but fortune favors the brave.