Leaders Have More Choices

Want to help your clients make their organizations more profitable? This is the third in a series of four blog posts that provide a model for you to do just that. Thus far, we’ve examined how an organization’s climate, profitability, and leadership styles relate, as reported by Goleman, Boyatzis, and McKee, in Primal Leadership: Companies with positive climates are much more profitable than those with negative climates. Leadership style directly controls 50 – 70% of climate There are a number of learnable leadership styles To maximize leader effectiveness, match leadership style to situational needs. In our previous post, we described two of the six leadership styles discussed in Primal Leadership: Coercive (or Directive), and Visionary. We looked at: times when each of those styles can work well times when they shouldn’t be used which EQ skills support their success, and the five steps which you, as a coach, can take…

A woman with a chef hat and apron, looking very stressed. A metal pie pan is at the bottom left.

Is EQ a Constraining Resource?

All organizations have one or more constrained, or more accurately, constraining resources, resources that limit what can be accomplished. To illustrate, imagine that in a moment of poor impulse control, you agree to bake fourteen cherry pies for a company event. You have lots of cherries, lots of flour, mixing bowls, spoons, an oven that holds seven pies, and one, only ONE, pie pan. That pan is your constrained resource. We often think of constrained resources as tangible. For example, the auto industry is currently in a jam. It can’t get enough computer chips to make cars. Show rooms are nearly empty. Want a car? Expect to wait several months. As Rudyard Kipling said, “For want of a nail the shoe was lost. For want of a shoe the horse was lost . . .” But some resources that organizations need are intangible. You can’t see them, but they can…