Module 2 Briefing Sheet / Class of 2020
EMOTIONAL INTELLIGENCE AND
Click to download:
- HBR: “What Makes a Leader?” (Daniel Goleman) (https://hbr.org/2004/01/what-makes-a-leader)
- Celeste Headlee: “10 Ways to Have a Better Conversation” (http://www.ted.com/talks/celeste_headlee_10_ways_to_have_a_better_conversation) TEDxCreativeCoast - April 2015 (link provided under terms of a Creative Commons license, BY–NC–ND 4.0 International)
- Brené Brown: “The Power of Vulnerability” TEDxHouston - June 2010 (https://www.ted.com/talks/brene_brown_on_vulnerability) (link provided under terms of a Creative Commons license, BY–NC–ND 4.0 International)
- Forbes: “Read This and Be a Better Listener Immediately” (Kristi Hedges) https://www.forbes.com/sites/work-in-progress/2016/03/31/read-this-and-be-a-better-listener-immediately/#5fec3eb764a2
- Read “What Makes a Leader” and familiarize yourself with the Emotional Intelligence model’s components and hallmarks.
- View the TEDx videos (Headlee and Brown) and read “Read This and Be a Better Listener Immediately.” Identity 2-3 key takeaways from each. Be prepared to share your insights with your Cohort Group. “Takeaways” include:
- something I want to do
- something I want to really think about more
- something I disagree with and want to understand more
- something that challenged me, and that I want to pursue more
- something that has had a lasting impact since I viewed the video
- Recall a recent workplace conversation through the lens of your role as a leader and less as a technical expert. Write a short verbatim (6-8 lines for each side of the conversation). What surprised you about this conversation? Did you notice a shift in your language, from “legal speak” to something else? If so what was it? Did you notice a different connection with the person? If so, what was it? What impact did this conversation have on your relationship? Be prepared to discuss this situation at a high level in the next seminar as an opportunity for you to differentiate your voice as a leader vs. a legal expert.
- What do you know about Emotional Intelligence (EI) and how have you thought about it in relationship to your own life?
- If EI can be learned, what components would you be most interested in developing? What would be the value or benefit of this development?
- Recall a recent business meeting during which you provided significant input. What impact did you have on others? How do you know this?
- How do you “show up” at meetings? Do you find yourself multitasking during meetings or conversations, or are you really “present”? What impact does this have on others and on your ability to be fully engaged?
- At work, how would you describe your own courage? Compassion? Vulnerability?
- How well do you use active listening skills with the intent to understand or the intent to respond?
- How well do you pay attention to nonverbal communication, such as the speaker’s facial expressions, gestures and tone, in additional to verbal statements?
- How do your biases and emotional filters play a role in your ability to listen without judgment until the person is finished making their points?
- What are your best practices around picking up the phone vs. sending an e-mail or using other electronic forms communication?
- How informed are you about the objectives or agenda items for meetings you attend? How do you decide your role, relevance and engagement level for meetings?
COHORT MEETING (Meet to discuss the following BEFORE Classroom session)
- Check in and share any additional learning from the previous session.
- Using the EI Model’s Components and Hallmarks as your guide, share your perceived EI Strengths with one another.
- Share your key takeaways from any of the videos and articles and responses to the personal reflection questions.
- Understand the Emotional Intelligence framework and recognize your EI strengths and growth opportunities.
- Identify appropriate methods of communication for different situations.
- Engage in active listening skills with the intent of understanding and responding (vs. reacting).
- Use clear and succinct language and the right tone to deliver your message.
- Discuss and provide strategies for translating “legal risk” into language the business can understand.
- Understand best practices for well-prepared meetings.