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…

Our most recent post explained that climate controls 20 to 30% of profitability, and that leaders control 50 to 70% of climate. The better the climate, the better the profit. As a coach, you can help leaders leverage that connection. Let’s talk about how. Basically, leaders have choices about how they lead, which in turn influences climate, though they may not realize it without your help. Many people get promoted to leadership positions because they are great students of their technical or business area, not necessarily of leadership. When they are thrust into leading, they do what comes naturally to them, typically modeling leaders they have known in their own lives, including parents, teachers, and previous bosses. As a result, they develop a default leadership style and apply it regardless of the situation they face. Directive leaders tend to be directive even when it isn’t called for. Democratic leaders tend…

Here’s a fictional but realistic story that illustrates what coaching for EQ can look like. Jim knew marketing like nobody’s business. Not only did he have a natural flair, he worked hard to master his craft. Promotions followed achievements like night follows day. But the promotion that nearly did him in was the one that gave him a staff to supervise. His company made a classic mistake, i.e., believing that because Jim was technically skilled, he must be competent to supervise others in his area. Sadly for Jim, the skills required to create killer marketing programs are not the skills required to elicit creativity, cooperation, and dedication from others. Jim had never held a leadership position. With no training to guide him, he did what came naturally. For him that was to use a pacesetter style, an unfortunate choice. Pacesetters demand that everyone perform at the leader’s level. Failure to…

A coaching client asked me one of those “right way” questions the other day. (I get them often.) In this case, he wanted to know the right way to lead his team. He worried that he would do it “wrong” and mess things up. Experienced coaches know that there are many right ways to lead a team. There are many right ways to do most of the complex tasks that are given to high performers. They don’t give jobs with simple answers to senior people.   Of course, as we talked, my client recognized that there were many good ways he could approach his leadership task. Factors we considered in deciding which ways might work best included his personality, the personalities of his direct reports, the mission of his team, the culture of his organization, and the interests of the various stakeholders, among others. He developed a well-reasoned approach, which included…

Remember this from our previous post: to achieve success, work with Mother Nature, don’t fight her. She always wins. (That’s us, riding on her shoulders.) This is why we designed our EQ Leader Program2.0 around the ten principles that psychological science has repeatedly demonstrated are required for sustained impact of training and coaching programs. If you know the principles, you can do the same for your work.  Our previous post (April 19, 2021) described the first five principles. Today we will share six through ten.  Principle Six: A good relationship is essential  Research is clear that the most critical element for creating lasting behavior change is the relationship between the client and the coach. Why? You, the coach, are essentially asking your clients to step off a cliff. You are asking them to give up behaviors that have had at least some utility for them (or they never would have…

Dr. Dana Ackley holds up a cup from Chipotle which reads "Cultivating thought"

by Dana C. Ackley, Ph.D. The EQ Coaching Blog is an interactive forum where readers can learn and share stories about EQ coaching, explore new ways to integrate EQ coaching into their work, and discover the role EQ coaching can play in creating organizational change. It is also a place where chief learning officers and others responsible for learning development in their organizations can come to learn more about EQ coaching, and exchange ideas about what works. Why do we need another blog? Many people interested in leadership development either have blogs of their own or post excellent material for leaders on social media. This blog will not duplicate those efforts. This is a “how to” blog, written not for leaders, but for those devoted to leader development. Why now? 2020 was an awful year. We couldn’t wait for it to end! But nothing changes simply because the calendar turns…