2. Why Does it Matter?
Mood is Contagious
• A recent study showed that a leader’s mood is actually contagious. Luckily for us
enthusiasm was proven to spread the quickest (as short as 2 weeks) whereas
depression and frustration spread slowly. (but still spread)
Your EQ (IQ for emotions) is the biggest factor in the success of your team
• “No way…. But of course” was the reaction from most “higher-ups”
It helps you control your emotions and act based on logic rather than gut-
reactions
• Take stock of your emotions and believe that the intent of others words is always for
the best, even (especially) when critical
• Be open about emotions and acknowledge their effect on you (Teams will thank you)
3. The Makings of a Leader
Resilience and Guarded Optimism
• Admiral Jim Stockdale was the highest ranking US military man being held
as a POW in “Hanoi Hilton” during the Vietnam war. For eight years he was
tortured and yet still gave his men courage.
• Many years later, and after a famous book, he was asked which men did
not make it out of prison. His answer was “Oh, that’s easy, the optimists.”
• He explained that the optimists died of a broken heart in the POW camps
because they believed they would be out by Christmas, but Christmas
would come and Christmas would go. Then they would say they would be
out by Easter, but Easter would come and Easter would go. Then it was
Thanksgiving and so on, until finally they lost all hope and gave up on life.
4. The Makings of a Leader
Vision and Direction
• Some companies describe their value system in religious terms.
• UPS calls their vision the “Noble Purpose” and all employees are
working together to make the deadlines.
• With clear and driven vision, UPS was able to continue making
deliveries and providing crucial supplies during Hurricane Sandy. In
some cases, these supplies saved lives.
https://youtu.be/Vj-8YQgDm8A
5. Good Leader Bad Leader
• Takes time to know the
individual
• Enforces “inside jokes” and
team bonding
• Sees criticism as an opportunity
• Asks quiet members about
their thoughts
• Often plays “devil’s advocate”
• Seeks out feedback
• Focuses only on the work
• Dislikes “wasted” conversations in
favor of work (not productivity)
• Responds to criticism with anger
or self-defensive behavior
• Assumes the team all agrees
• Is rude or aggressive with the
team members (not jokingly)
• Sees helpful feedback as an attack
6. The Cost of Being Crass
The following information about the impact of incivility was gathered
from a poll of 800 employees across 17 industries.
After receiving hurtful/angry comments (from bosses):
• 48% Intentionally decreased work effort
• 47% Intentionally decreased time at work
• 80% Lost work time worrying about the incident
• 78% Said their commitment to the organization declined
• 12% Left their job
• 25% Admitted to taking it out on the customer
7. “Take Aways”
Mood is contagious, be enthusiastic, polite, and reasonably optimistic
in all interactions (not just in CI meetings)
Take stock of your emotions and what they mean, don’t let them
control you. Openly speak about emotions: “I feel __ because __”
Work with the people, not just the teams. And work towards a shared
vision/goal, making sure to communicate the “why” of what we are
doing. “CI benefits the company’s bottom line and your on-job duties”
