Emotional Intelligence: How Leaders Can Use it to Their Advantage
Linda Allen-Hardisty, M.Ed., B.Ed., PCC, Queen’s IRC Facilitator, 2018
Ever catch yourself thinking, “Why did I just say that?” or “I didn’t handle that discussion as well as I could have.”
We are all human and can make poor decisions in the heat of the moment. Afterwards, we are often left wondering how managing our emotions could have made a difference in the situation. But for leaders, reacting emotionally can have a negative impact that ripples through the organization. We can all become more effective by understanding emotional intelligence and learning how to strengthen our own emotional intelligence. This skill is particularly important for those in managerial and leadership roles.
Conflict Coaching in the Workplace
Kari Boyle, Queen’s IRC Facilitator, 2019
It is common for employees to seek help from their manager if they are experiencing conflict or relationship challenges in the workplace. What are your options as a manager to respond in a way that provides benefits to the employee, to the workplace as a whole and to you? Consider this scenario:
You are Karen’s manager:
Karen is a longtime front line employee in the Hamilton branch and has recently taken a promotion as a front line manager, overseeing 20 full and part-time staff in the same location.
Karen asks you for a meeting to discuss how to handle “a problem employee”, Frank.
She explains that Frank has been resisting the improvements she has been implementing in the location’s workflows. She worked there so long she knows all the changes that need to be made and began making them as soon as she became manager.
Karen explained that staff resistance has forced her to “manage them tightly”.
You have recently received complaints from three of Karen’s staff alleging that she was micromanaging, stifling creativity and allowing them no voice in the change management process.
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