The competencies of the above model help leaders consistently demonstrate the productive being states on the outside ring of the model, as opposed to the unproductive being states (white band), that we can all be at times on the inside of the model.
The power of this model is that, with effective coach training, we can help our clients identify the behaviors that in turn generate emotional responses in their employees, colleagues, managers, and clients for optimal positive response and what Genos calls “discretionary effort.” Once you know how to coach leaders on these behaviors, you have the keys to unlocking tremendous potential, performance, and breakthrough results in your clients and in being a coach that truly stands out in a crowded field.
Here are some definitions of the Genos Emotional Intelligence competencies:
Self-Awareness is about being conscious of the behaviours you demonstrate, your strengths and limitations, and the impact you have on others. Leaders high in self-awareness are often said to be ‘present’ rather than disconnected from who they are. Self-awareness is very important in leadership because:
Awareness of others is about noticing and acknowledging people, ensuring those around you feel valued, and adjusting your leadership style to best enhance your environment. Leaders high in ‘awareness of others’ are often described as empathetic rather than insensitive. Awareness of others is important in leadership because:
Authenticity is about openly and effectively expressing oneself, honouring commitments and encouraging this behaviour in others. It involves honestly expressing specific feelings at work, such as happiness and frustration, providing feedback to colleagues about the way you feel, and sharing emotions at the right time, to the right degree and, to the right people. Leaders high in authenticity are often described as ‘genuine’ whereas leaders low in this skill are often described as ‘untrustworthy’. Authenticity is important in leadership because:
Emotional reasoning is the skill of using information (from yourself and others) and combining it with material facts and information when making decisions. Leaders high in ‘emotional reasoning’ make expansive decisions whereas leaders who are low in this skill often make more limited decisions based purely on facts and technical data. Emotional reasoning is important in leadership because:
Self-Management is about managing one’s own mood and emotions, time and behavior, and continuously improving oneself. This emotionally intelligent leadership competency is particularly important.
Leaders high in self-management are often described as ‘resilient’ rather than ‘temperamental’. The modern workplace is generally one of high demands and pressure, and this can create negative emotions and outcomes. Self-management is important in leadership because:
Inspiring performance is about facilitating high achievement in others through problem solving, promoting, recognizing and supporting others’ work. An individual’s contribution can be managed through the implementation of key performance indicators (KPIs), however, research has shown that this ‘compliance’ style often fails to drive discretionary effort and high performance. Leaders who adopt a more inspiring style often ‘empower’ others to go above and beyond what is expected of them. Inspiring performance is important in leadership because:
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