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6. A competent scholar with a working knowledge of:
(d) Social systems, including family dynamics, political issues, and bureaucratic structures

Notes from Lessons in Leadership Emotional Intelligence Seminar

Presented by: Dr. Robert Cooper
Wednesday, August 25, 1999

What are some of the ideas presented that impressed me most?

1. Giving our best has to be redefined every day, otherwise we become comfortable with what we have done, and resist change or further development.  Dr. Cooper mentioned the amygdala at this point in his presentation.  “The behavioral and emotional functions of the limbic system are chiefly associated with the … amygdala.” [1] (Kiernan 1998).  This almond-shaped body in the temporal lobe of our brain “evokes feelings of fear and sometimes of general irritability or even anger” when it is stimulated electrically in conscious humans.  This is why we tend to like things to stay the way they are, and why we often rest on our laurels.
2. The Power of One.  “Authority is not the driver of influence.  Influence is.”
If change and improvement is going to happen, do not wait for it to be mandated from the top.  “If it is going to be, it is up to me.”
3. Weaknesses versus strengths myth.  “Focus on your weaknesses and your strengths will take care of themselves” is a myth.  It is better to excel in your strengths, to polish them.  FedEx looks for what lights up people’s eyes; find what brings out the greatness in people.
4.

Six Keys for Turning Capacity into Results
· This is the work I’m best at and love to do…
· These are my values…
· This is the contribution I plan to make…
· This is what I need to learn and work best…
· These are the results I can be expected to deliver…
· To feel recognized and respected, I need…

5. Emotions are a source of energy, not something that must be controlled.
Emotional Intelligence is: The ability to sense, understand, and effectively apply the power and acumen of emotions as a source of:
· Energy
· Trust
· Drive
· Influence
· Information
· Creativity
6. Benchmarking finds the best of what is common.  We should be looking for the best of what is possible, the untapped capacity.
7. Don’t do “happy talk”.  Affirmations are necessary, but to be valuable, they need to be frank and honest and specific.  This generates trust, motivation, participation. (consider ratio of negative-positive comments).  Matsushita looked for specific and unique contributions each employee was making.  Recognition has to be specific and genuine.
8. Replacement of the old model of 5 senses connecting to the brain.  The “second brain” (gut or enteric system) and the “brain in the heart”.  Every cell in the body receives a message from the heart in the pressure wave caused every time the heart beats.  The electronic field created by the heart it 5,000 times stronger than that created by the brain.  I would love to read more about this.
9. Importance of trust and building relationships.
10. Tibetan saying, “Tashi deley.  I honor the greatness in you.”
11. Entrustment includes empowerment, but goes beyond.
12. The importance of health – air, water, exercise… The importance of pauses and breaks.  Shoulder slump reduces oxygen to the brain by 30%.  The effect of light and exercise first thing in the morning on metabolic rate and energy level during the day.  The importance of good sleep, and the effects of a light evening meal and light exercise before retiring.  Liming, and being fully alive.
13. Is – or was – this worth doing?
14. Don’t compete, excel.  Seminar subtitle – “Excelling under Pressure While Everyone Else is Just Competing or Falling Behind”.

What do I specifically want to apply in my workplace?

1. Look for the greatness in people (our employees and those we work with).
2. Look for what lights up their eyes, for what excites them and energizes them.
3. Foster this; give them freedom (help them to free themselves) to realize their untapped potential.
4. Not only do we have the power to bring about change for the better, it is not going to happen at all if we keep waiting for administration to “get their act together” to make it happen.
5. Acknowledge specific contributions.
 

[1]     Kiernan, J. A. (1998). Barr's The Human Nervous System: An Anatomical Viewpoint. Philadelphia, Lippincott-Raven. p333

 
Created: Tuesday, June 13 2000 09:03 PM
Last Modified: Thursday, June 6, 2002 9:26 PM