The LeadershipZone for better leadership

Get into the leadershipzone – practical tools and ideas you can use to improve your effectiveness as a leader or manager


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Emotionally-Intelligent Leadership Challenge Number 5

Challenge #5: The Pareto Principle: seeing emotionally intelligent leadership as an organisational priority

It’s easy for me to say.  You just need to influence your board, to get them to invest in emotionally-intelligent leadership development

But today’s organisations are increasingly complex, with competing priorities.

From many options, leaders need to select the top 3 or 4 priorities that will have the greatest positive impacts in their organisations.

One of these (is) should be investing in emotionally-intelligent leaders. Because in today’s complex world of work, good leadership has a huge and positive impact on organisational success.  Prioritise your investment in emotionally-intelligent leadership and you’re impacting on the whole organisation. Continue reading

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Emotionally-Intelligent Leadership Challenge Number 4

Challenge #4: investing in emotional intelligence takes emotional intelligence

So, you’ve decided to take a whole-systems approach to leadership development.  You’re planning to get leaders and teams to take time out to review what’s working – and why it’s working – as well and getting people to recognise their own and each others’ emotions to sort out what’s getting in the way of success.

Then you take your ideas to the board.   And that’s when you meet the ‘Hierarchy of No’. Continue reading


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Emotionally-Intelligent Leadership Challenge Number 3

Challenge #3: it’s easier to focus on visible actions

It may seem easier to focus on visible actions and outcomes than invisible skills and competences, but it leads to a trap of repeating what doesn’t work.

Peoples’ behaviours are what are seen – so we overly focus on them.

Worse still, the prevailing myth is something like “If you want something done in business, measure it.  If you want something done well, monetize it.” Continue reading


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Emotionally-Intelligent Leadership Challenge Number 2

Challenge #2: Organisations prioritise visible actions over invisible competences

Emotional Intelligence (EI) is a set of invisible competences that help us work together better in the system.

In their simplest form, they comprise 4 basic skills:

Developing Emotional Intelligence

These competences demand practice – not just understanding. Continue reading


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The Ten Challenges of Introducing Emotionally Intelligent Leadership into organisations

Let’s not pretend that, just because professionals recognise the need for emotionally-intelligent leadership in organisations, the job is done.

It’s one thing to understand the theory, to familiarise ourselves with the solutions.

It’s quite another to build an organisation with an emotionally-intelligent leadership culture.  This means that people need to apply their emotional intelligence skills regularly and consistently.

Reading Daniel Goleman’s book ‘Focus’ last week, I was struck by the unspoken challenges of introducing emotional intelligence competencies into organisations. Continue reading


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Why is a Commanding Leadership style high-risk

Please Note: this blog has been edited to remove two words that offend spam-software

For the last twenty years I’ve worked in health and safety.  Today I spoke with one of our senior leadership coaches about a recent international tragedy.Forton Group Leadership Development Health & Safety at work

The leader in this situation was known for his autocratic and authoritarian style.  Unapproachable and commanding.  So when a major incident occurred, no-one spoke up to prevent or avert the disaster.

My colleague is coaching a cohort of talented leaders in this company.  They are stepping in to replace these old-style leaders.  Because their organisation has recognised the issue and is making major changes.

I’m not giving details because the exact situation doesn’t matter.  I’ve heard this story too many times now.  Across all the sectors I’ve worked for.

The players are different, the outcomes, tragically, remain the same.

In complex situations, where there is a culture of commanding or controlling leadership styles; a lack of trust and failure to delegate, people are at high risk.  Unnecessarily.

A commanding and controlling style of leadership is a significant underlying cause in all these situations.

Why? Continue reading


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Leadership – setting the tone

Talking with a client the other day about a Google story – how they have a slide in one of their buildings instead of stairs. We got to talking about leaders set the tone for their leadership.  By the environment they create around them.

It also got me thinking about the difference between tone, mood and emotions.  If there is any, to start with.  And what leaders need to do about the tone they set – so that their team can work in the best possible environment. Continue reading