Respect Integrity Service Excellence Wg Cdr Dave Winstanley RAF Leadership Centre Emotional...
-
Upload
sandra-henthorne -
Category
Documents
-
view
223 -
download
0
Transcript of Respect Integrity Service Excellence Wg Cdr Dave Winstanley RAF Leadership Centre Emotional...
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
Wg Cdr Dave WinstanleyWg Cdr Dave Winstanley
RAF Leadership CentreRAF Leadership Centre
Emotional IntelligenceEmotional Intelligence
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
‘‘Knowing others and knowing oneself, in one Knowing others and knowing oneself, in one hundred battles no danger. Not knowing the hundred battles no danger. Not knowing the
other and knowing oneself, one victory for one other and knowing oneself, one victory for one loss. Not knowing the other and not knowing loss. Not knowing the other and not knowing
oneself, in every battle certain defeat’oneself, in every battle certain defeat’Sun Tzu, Sun Tzu, The Art of WarThe Art of War
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
‘‘A leader must know the character, the feelings, A leader must know the character, the feelings, the habits, the peculiar faults and inclinations of the habits, the peculiar faults and inclinations of
those whom he is to command…These are those whom he is to command…These are matters only to be gained by the exercise of an matters only to be gained by the exercise of an
accurate judgement in the observation of things accurate judgement in the observation of things and men’and men’
Karl von ClausewitzKarl von Clausewitz
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
ScopeScope
• BackgroundBackground
• What is EIWhat is EI
• Basic Human Inter-actionBasic Human Inter-action
• Covey ‘7 habits’ ModelCovey ‘7 habits’ Model
• Hay & McBer ‘Conceptual ModelHay & McBer ‘Conceptual Model
• EI and Mission ComdEI and Mission Comd
• QuestionsQuestions
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
BACKGROUNDBACKGROUND
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
• McCelland (1973) – Competence v Intelligence.McCelland (1973) – Competence v Intelligence.• Howard Gardner (1980s) – Multiple intelligences, Howard Gardner (1980s) – Multiple intelligences,
interpersonal and intrapersonal abilities. interpersonal and intrapersonal abilities. • Mayer & Salovey – 5 EI domains of empathy, self –Mayer & Salovey – 5 EI domains of empathy, self –
awareness, relationships, managing emotions and awareness, relationships, managing emotions and motivating oneself. motivating oneself.
• Daniel Goleman – built on this research but linked his Daniel Goleman – built on this research but linked his work with the competencies identified in McCelland.work with the competencies identified in McCelland.
Development of EQDevelopment of EQ
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
Focus Group FeedbackFocus Group Feedback
Short Term View
Warfighter Mission Command
Risk Aversion Empowerment Empathy Saying no
Communication Credibility Lack of Opportunity
Listening Skills Expansion of Styles Courage Trust
Integrity NCO/JO Relationship Example
Ethos Understanding People Responsibility
Leadership in the Office
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
Attributes for RAF LeadersAttributes for RAF Leaders
• Warfighter, CourageousWarfighter, Courageous• Emotionally IntelligentEmotionally Intelligent• Flexible and ResponsiveFlexible and Responsive• Willing to Take RisksWilling to Take Risks• Able to Handle Ambiguity Able to Handle Ambiguity • Mentally Agile - Physically RobustMentally Agile - Physically Robust• Politically and Globally AstutePolitically and Globally Astute
– Air Warfare MindedAir Warfare Minded
• Technologically CompetentTechnologically Competent• Able to Lead Tomorrow’s RecruitAble to Lead Tomorrow’s Recruit
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
Attributes for RAF LeadersAttributes for RAF Leaders • Warfighter, CourageousWarfighter, Courageous• Emotionally IntelligentEmotionally Intelligent• Flexible and ResponsiveFlexible and Responsive• Willing to Take RisksWilling to Take Risks• Able to Handle Ambiguity Able to Handle Ambiguity • Mentally Agile - Physically RobustMentally Agile - Physically Robust• Politically and Globally AstutePolitically and Globally Astute
– Air Warfare MindedAir Warfare Minded
• Technologically CompetentTechnologically Competent• Able to Lead Tomorrow’s RecruitAble to Lead Tomorrow’s Recruit
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
• Tree hugging – pink and fluffy.Tree hugging – pink and fluffy.
• We’ve being do this for years. We’ve being do this for years.
• No relevance to military operations.No relevance to military operations.
• My decisions are driven by logic not emotions.My decisions are driven by logic not emotions.
• Its just common sense.Its just common sense.
Most Common ReactionsMost Common Reactions
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
“ “ I am not exaggerating, it is really my belief that I am not exaggerating, it is really my belief that half my work in the little sphere I have been half my work in the little sphere I have been working in has been to settle disagreements. working in has been to settle disagreements.
Petty friction will always exist. Petty friction will always exist. ””
It is nothing newIt is nothing new!
Sir Hugh Trenchard, April 1922Sir Hugh Trenchard, April 1922
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
Old Dog New TricksOld Dog New Tricks
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
WHAT IS EI?WHAT IS EI?
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
The capacity for recognising our own feelings The capacity for recognising our own feelings and those of others, for motivating ourselves, and those of others, for motivating ourselves,
and for managing emotions effectively in and for managing emotions effectively in ourselves and othersourselves and others
What is EIWhat is EI
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
The capacity for The capacity for recognising our own feelingsrecognising our own feelings and those of others, for motivating ourselves, and those of others, for motivating ourselves,
and for managing emotions effectively in and for managing emotions effectively in ourselves and othersourselves and others
What is EIWhat is EI
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
The capacity for recognising our own feelings The capacity for recognising our own feelings and those of others, for and those of others, for motivating ourselvesmotivating ourselves, ,
and for managing emotions effectively in and for managing emotions effectively in ourselves and othersourselves and others
What is EIWhat is EI
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
The capacity for recognising our own feelings The capacity for recognising our own feelings and those of others, for motivating ourselves, and those of others, for motivating ourselves,
and for and for managing emotionsmanaging emotions effectively in effectively in ourselves and othersourselves and others
What is EIWhat is EI
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
BASICBASICHUMAN INTER-ACTIONHUMAN INTER-ACTION
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
Communication modelCommunication model
EXTERNALEXTERNALEVENTEVENT
RESULTSRESULTSBEHAVIOURBEHAVIOUR
Time/SpaceTime/Space
Matter/EnergyMatter/Energy
LanguageLanguage
MemoriesMemories
DecisionsDecisions
Meta ProgramsMeta Programs
Values & BeliefsValues & Beliefs
AttitudesAttitudes
INTERNALINTERNALREPREP
STATESTATE
PHYSIOLOGYPHYSIOLOGY
FILTERSFILTERSDELETEDELETEDISTORTDISTORT
GENERALISEGENERALISE
2 Billion bits per sec2 Billion bits per sec
7 +/- 2 bits 7 +/- 2 bits
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
JOHARI WINDOWJOHARI WINDOW
HIDDENHIDDEN
OPENOPEN BLINDBLIND
UNKNOWNUNKNOWN
Known to Known to OthersOthers
Not Known Not Known to Othersto Others
Known to Known to SelfSelf
Not Known Not Known to Selfto Self
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
JOHARI WINDOWJOHARI WINDOW
HIDDENHIDDEN
OPENOPEN BLINDBLIND
UNKNOWNUNKNOWN
Known to Known to OthersOthers
Not Known Not Known to Othersto Others
Known to Known to SelfSelf
Not Known Not Known to Selfto Self
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
JOHARI WINDOWJOHARI WINDOW
HIDDENHIDDEN
OPENOPEN BLINDBLIND
UNKNOWNUNKNOWN
Known to Known to OthersOthers
Not Known Not Known to Othersto Others
Known to Known to SelfSelf
Not Known Not Known to Selfto Self
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
JOHARI WINDOWJOHARI WINDOW
HIDDENHIDDEN
OPENOPEN BLINDBLIND
UNKNOWNUNKNOWN
Known to Known to OthersOthers
Not Known Not Known to Othersto Others
Known to Known to SelfSelf
Not Known Not Known to Selfto Self
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
JOHARI WINDOWJOHARI WINDOW
HIDDENHIDDEN
OPENOPEN BLINDBLIND
UNKNOWNUNKNOWN
Known to Known to OthersOthers
Not Known Not Known to Othersto Others
Known to Known to SelfSelf
Not Known Not Known to Selfto Self
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
WHAT DOES YOUR WINDOW WHAT DOES YOUR WINDOW LOOK LIKE?LOOK LIKE?
HHIDIDDDEENN
OPENOPEN BLINDBLIND
UNKNOWNUNKNOWN
Known to Known to OthersOthers
Not Known Not Known to Othersto Others
Known to Known to SelfSelf
Not Known Not Known to Selfto Self
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
JOHARI WINDOWJOHARI WINDOW
HIDDENHIDDEN
BBLLIINNDD
UNKNOWNUNKNOWN
Known to Known to OthersOthers
Not Known Not Known to Othersto Others
Known to Known to SelfSelf
Not Known Not Known to Selfto Self
OPENOPEN
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
The Amygdala HijackThe Amygdala Hijack
The primary ‘derailer’ of top executives is lackThe primary ‘derailer’ of top executives is lackOf ‘impulse control’Of ‘impulse control’
Daniel GolemanDaniel Goleman
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
The Amygdala HijackThe Amygdala Hijack
• A trigger: a catalyst that stimulates because it generatesA trigger: a catalyst that stimulates because it generatesan impulse.an impulse.
• An instant, impulsive, irrational or uncontrolled reactionAn instant, impulsive, irrational or uncontrolled reaction that is inappropriate in terms of focus, timing etc. that is inappropriate in terms of focus, timing etc. The reaction need not be overtThe reaction need not be overt
• A strong emotion (anger, desire, frustration etc.) to the A strong emotion (anger, desire, frustration etc.) to the Situation.Situation.
• A subsequent feeling of regret or remorse (or embarrassment!) A subsequent feeling of regret or remorse (or embarrassment!) after the strong emotions pass.after the strong emotions pass.
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
Anyone can become angry…that is easy. But to be Anyone can become angry…that is easy. But to be angry with the right person, to the right degree, at angry with the right person, to the right degree, at
the right time, for the right purpose, and in the right the right time, for the right purpose, and in the right way…this is not easyway…this is not easy
Aristotle, The Nicomachean EthicsAristotle, The Nicomachean Ethics
Aristotle’s ChallengeAristotle’s Challenge
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
COVEYCOVEYTHE 7 HABITS PARADIGMTHE 7 HABITS PARADIGM
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
The ‘Covey’ ModelThe ‘Covey’ Model
Dependence
Interdependence
Independence
Be Proactive
Begin with The end in Mind
Put FirstThings First
ThinkWin/Win
Understand then Understood
Synergize
PRIVATEVICTORY
PUBLICVICTORY
Sharpen The Saw
Sharpen The Saw
1 2
3
4
5 6
7
7
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
The ‘Covey’ ModelThe ‘Covey’ Model
Dependence
Interdependence
Independence
Be Proactive
Begin with The end in Mind
Put FirstThings First
ThinkWin/Win
Understand then Understood
Synergize
PRIVATEVICTORY
PUBLICVICTORY
Sharpen The Saw
Sharpen The Saw
1 2
3
4
5 6
7
7
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
The ‘Covey’ ModelThe ‘Covey’ Model
Dependence
Interdependence
Independence
Be Proactive
Begin with The end in Mind
Put FirstThings First
ThinkWin/Win
Understand then Understood
Synergize
PRIVATEVICTORY
PUBLICVICTORY
Sharpen The Saw
Sharpen The Saw
1 2
3
4
5 6
7
7
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
The ‘Covey’ ModelThe ‘Covey’ Model
Dependence
Interdependence
Independence
Be Proactive
Begin with The end in Mind
Put FirstThings First
ThinkWin/Win
Understand then Understood
Synergize
PRIVATEVICTORY
PUBLICVICTORY
Sharpen The Saw
Sharpen The Saw
1 2
3
4
5 6
7
7
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
The ‘Covey’ ModelThe ‘Covey’ Model
Dependence
Interdependence
Independence
Be Proactive
Begin with The end in Mind
Put FirstThings First
ThinkWin/Win
Understand then Understood
Synergize
PRIVATEVICTORY
PUBLICVICTORY
Sharpen The Saw
Sharpen The Saw
1 2
3
4
5 6
7
7
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
The ‘Covey’ ModelThe ‘Covey’ Model
Dependence
Interdependence
Independence
Be Proactive
Begin with The end in Mind
Put FirstThings First
ThinkWin/Win
Understand then Understood
Synergize
PRIVATEVICTORY
PUBLICVICTORY
Sharpen The Saw
Sharpen The Saw
1 2
3
4
5 6
7
7
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
The ‘Covey’ ModelThe ‘Covey’ Model
Dependence
Interdependence
Independence
Be Proactive
Begin with The end in Mind
Put FirstThings First
ThinkWin/Win
Understand then Understood
Synergize
PRIVATEVICTORY
PUBLICVICTORY
Sharpen The Saw
Sharpen The Saw
1 2
3
4
5 6
7
7
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
The ‘Covey’ ModelThe ‘Covey’ Model
Dependence
Interdependence
Independence
Be Proactive
Begin with The end in Mind
Put FirstThings First
ThinkWin/Win
Understand then Understood
Synergize
PRIVATEVICTORY
PUBLICVICTORY
Sharpen The Saw
Sharpen The Saw
1 2
3
4
5 6
7
7
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
The ‘Covey’ ModelThe ‘Covey’ Model
Dependence
Interdependence
Independence
Be Proactive
Begin with The end in Mind
Put FirstThings First
ThinkWin/Win
Understand then Understood
Synergize
PRIVATEVICTORY
PUBLICVICTORY
Sharpen The Saw
Sharpen The Saw
1 2
3
4
5 6
7
7
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
HAY/McBERHAY/McBERCONCEPTUAL MODELCONCEPTUAL MODEL
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
The Conceptual ModelThe Conceptual Model
Hay/McBer
Aw
aren
ess
Aw
aren
ess
Act
ion
Act
ion
SelfSelf OthersOthers
SelfSelfAwarenessAwareness
SelfSelfManagementManagement
SocialSocialAwarenessAwareness
SocialSocialSkillsSkills
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
Hay/McBer
SelfSelfAwarenessAwareness
SelfSelfManagementManagement
SocialSocialAwarenessAwareness
SocialSocialSkillsSkills
The Conceptual ModelThe Conceptual Model
Emotional Self – AwarenessEmotional Self – Awareness
Accurate Self AssessmentAccurate Self Assessment
Self-ConfidenceSelf-Confidence
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
Hay/McBer
SelfSelfAwarenessAwareness
SelfSelfManagementManagement
SocialSocialAwarenessAwareness
SocialSkills
The Conceptual ModelThe Conceptual Model
Emotional Self ControlEmotional Self Control
TransparencyTransparency
AdaptabilityAdaptability
AchievementAchievement
InitiativeInitiative
OptimismOptimism
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
Hay/McBer
SelfSelfAwarenessAwareness
SelfSelfManagementManagement
SocialSocialAwarenessAwareness
SocialSocialSkillsSkills
The Conceptual ModelThe Conceptual Model
EmpathyEmpathy
Organisational AwarenessOrganisational Awareness
Service OrientationService Orientation
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
Hay/McBer
SelfSelfAwarenessAwareness
SelfSelfManagementManagement
SocialSocialAwarenessAwareness
SocialSocialSkillsSkills
The Conceptual ModelThe Conceptual Model
Developing OthersDeveloping Others
Inspirational LeadershipInspirational Leadership
Change CatalystChange Catalyst
InfluenceInfluence
Conflict ManagementConflict Management
Teamwork and CollaborationTeamwork and Collaboration
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
The ImpactThe Impact
Hay/McBer
Aw
aren
ess
Aw
aren
ess
Act
ion
Act
ion
SelfSelf OthersOthers
SelfSelfAwarenessAwareness
SelfSelfManagementManagement
SocialSocialAwarenessAwareness
SocialSocialSkillsSkills
PositivePositiveImpact onImpact onothersothers
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
Emotional IntelligenceEmotional Intelligence
learnable skillslearnable skills that will help you tothat will help you to::
• enhance your performance at workenhance your performance at work
• inspire yourself and those around youinspire yourself and those around you
• create deeply productive professional create deeply productive professional relationships.relationships.
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
Being Real – EQ CompetentBeing Real – EQ Competent
• When you remove posturing, pretension When you remove posturing, pretension and false communication, people are free to and false communication, people are free to feel, to be themselves and to connect on an feel, to be themselves and to connect on an emotional level with each other and with emotional level with each other and with their organisation’s core purpose.their organisation’s core purpose.
• Not just turn up for work,but be involved in Not just turn up for work,but be involved in the culture change.the culture change.
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
EI EI and and
Mission Cmd Mission Cmd
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
Empowering LeadershipEmpowering Leadership• Decentralise authority for those best placed without Decentralise authority for those best placed without
shirking responsibility – freedom of actionshirking responsibility – freedom of action• Structures instructions to be easily understood, clear Structures instructions to be easily understood, clear
intent, clear about own role and the reason behind itintent, clear about own role and the reason behind it• Explains task, but does not prescribe methodExplains task, but does not prescribe method• Allocates resources, including training, with discretion Allocates resources, including training, with discretion
to ask for moreto ask for more• Minimum number of control measures lest these Minimum number of control measures lest these
unnecessarily restrict the freedom of action – must not unnecessarily restrict the freedom of action – must not constrain initiativeconstrain initiative
• Trust (mutual, deep and enduring)Trust (mutual, deep and enduring)
PRINCIPLES OF MISSION PRINCIPLES OF MISSION COMMANDCOMMAND
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
TRUSTTRUST
• Hard to earn but easily lostHard to earn but easily lost
• Deep, mutual and enduringDeep, mutual and enduring
• The bedrock of effective personal relationshipsThe bedrock of effective personal relationships
• Fundamental to effective Mission CommandFundamental to effective Mission Command
RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence
Any QuestionsAny Questions