The Foundation of Great Leaders Part 2 : Self-Management

Volume 01 | Issue 005

Welcome to NEXUS LEADERSHIP! We are excited to announce the new name of our newsletter, previously known as Leadership Insider. The term "nexus" captures the essence of our mission perfectly. In Latin, "nexus" means "a binding together" or "connection," and it symbolizes our commitment to linking you with valuable leadership insights and strategies. Leadership is an ever-evolving journey, and with NEXUS LEADERSHIP, we aim to be a supportive platform that offers valuable content to help you reflect upon your challenges and grow as a leader. Our goal is to provide the guidance and resources you need to navigate this never-ending journey, fostering connections and supporting you every step of the way.

Our new logo, created by Ricardo Nappi - RN360, embodies this vision through its vibrant color scheme, each chosen for its specific significance. Blue is associated with trust, wisdom, and stability, conveying a sense of security and professionalism, essential traits for any leader. Purple represents power, ambition, and authority, as well as creativity and innovation—valuable qualities in leadership. Red symbolizes energy, determination, and courage, reflecting the passion and strength of a leader. Gold is associated with success, prestige, and excellence, transmitting a sense of value and respect often linked to high-level leadership. Together, these colors create a dynamic and inspiring image, reinforcing our commitment to excellence and continuous growth. Join us as we explore new ideas, foster connections, and advance together toward excellence.

In our last newsletter, we explored the concept of self-awareness as one of the foundational traits of great leaders. This week, we continue our journey through the Emotional Intelligence (EI) quadrant, as delineated by Daniel Goleman, by delving into SELF-MANAGEMENT. According to an insightful article by Crystal Ott on ohio4h.org, self-management is sustained by several core components: emotional self-control, transparency, adaptability, achievement, initiative, and optimism. Let’s take a closer look at each of these components and how they contribute to developing emotional intelligence.

Daniel Goleman, a renowned psychologist and the author of the book "Emotional Intelligence," emphasizes that "emotional intelligence, more than any other factor, more than IQ or expertise, accounts for 85 to 90 percent of success at work." This statement underscores the profound impact of self-management on one's professional and personal life. Goleman explains that self-management is not simply about suppressing emotions but rather "managing one's internal states, impulses, and resources."

Moreover, in an article published by the Harvard Business Review, Goleman highlights, "The ability to manage yourself—especially your emotions—is crucial for a leader. Leaders who excel in self-management don't let their emotions control them, no matter how turbulent the storm." By leading with calm and control, emotionally intelligent leaders inspire trust and stability within their teams.

Let's delve deeper into understanding the value of self-management. As outlined by Daniel Goleman, self-management isn't about ignoring your emotions but effectively regulating them to ensure they serve rather than hinder your goals. For a clearer connection, consider a quote from renowned author Stephen Covey: "The key is not to prioritize what's on your schedule, but to schedule your priorities." This strongly aligns with the concept of self-management as it emphasizes the importance of taking control of your actions and time. When leaders focus on their priorities and regulate their internal states, they create an environment that fosters productivity and resilience, thereby shaping a more predictable and successful future. In contrast, when leaders allow their emotions to dictate their actions, they risk losing focus and creating chaos within their teams.

By integrating these esteemed insights, we can understand the undeniable importance of self-management in the realm of emotional intelligence and leadership. In the sections that follow, we will delve deeper into each component, starting with emotional self-control.

Emotional Self-Control

Emotional self-control is the ability to manage and regulate your emotions, especially in challenging situations. It enables you to keep disruptive emotions and impulses in check, maintaining your composure even under pressure. This aspect of self-management is crucial for leaders as it ensures rational decision-making and presents a reliable figure for the team to follow.

In today's fast-paced and high-stress work environments, emotional self-control is an essential skill to possess. It allows leaders to navigate through difficult situations with a clear mind and make well-thought-out decisions. This not only benefits the individual but also has a positive impact on the team and organization as a whole.

To develop emotional self-control, it is important to first understand your emotional triggers. These can be certain situations, people, or events that tend to evoke strong emotions in you. By identifying these triggers, you can prepare yourself and take necessary steps to manage your emotions effectively.

Case of Crisis Leadership and emotional self-control

In 1982, Johnson & Johnson faced a major crisis with the massive recall of Tylenol products. The healthcare giant discovered that certain batches of the popular pain reliever were contaminated, posing serious health risks. At the helm was the Chairman James Burke . Burke's leadership during this crisis was highly praised as he took swift action and communicated transparently with stakeholders, including patients, physicians, and the general public. Despite the significant financial impact of the recall, Johnson & Johnson's reputation remained intact due to Burke's emotional self-control and effective crisis management skills. This case underscores the importance of strong and calm leadership during a crisis, regardless of the industry or situation.

Emotional self-control is just one critical aspect of self-management. To comprehensively develop this invaluable skill set, leaders must also focus on several other key pillars. These include :

Transparency

Transparency involves being honest and straightforward in your interactions and communications. It fosters trust and credibility within your team. When leaders exhibit transparency, they build a culture of openness where employees feel safe to express their ideas and concerns, leading to a more collaborative and innovative work environment.

Ray Dalio, the founder of Bridgewater Associates, champions the concept of "Radical Transparency." This approach emphasizes openness and candor throughout an organization, promoting an environment where truth and accuracy propel decision-making and problem-solving. However, implementing radical transparency is not without its challenges. It requires leaders to be vulnerable and open to criticism, which can be uncomfortable and even threatening at times. But it also creates an environment where team members feel safe to speak up and challenge ideas, leading to better decision-making and innovation.

Moreover, leaders must also be mindful of balancing transparency with confidentiality. While being open and honest is crucial, there may be certain sensitive information that needs to be safeguarded for legal or ethical reasons. Finding the right balance can enable leaders to maintain transparency while respecting privacy and protecting their organization's best interests.

Adaptability

Adaptability refers to the capacity to adjust your strategies and approaches in response to new information or changing circumstances. In today's fast-paced and ever-evolving business landscape, being adaptable is essential. Leaders who are flexible and open to change can guide their teams through transitions and help them navigate uncertainties successfully.

Serena Williams serves as a prime example of personal adaptability in the world of professional sports. Throughout her illustrious tennis career, Williams has faced numerous challenges, from injuries and health issues to evolving competition and personal milestones. Despite these obstacles, she has continuously adapted her training, strategies, and mental approach to stay at the top of her game. For instance, after struggling with severe health problems post-childbirth, Williams modified her training regime to gradually regain her competitive edge. Her ability to pivot and adjust has allowed her to clinch 23 Grand Slam singles titles, demonstrating that adaptability is crucial for sustained success. Williams famously said, "I've had to learn to fight all my life – got to learn to keep smiling. If you smile, things will work out." This resilience and willingness to change have cemented her status as one of the greatest athletes of all time.

Achievement

Achievement orientation means having a strong drive to meet and exceed standards of excellence. It involves setting high performance goals, monitoring progress, and striving for continuous improvement. Leaders with a strong achievement orientation inspire their teams to pursue ambitious objectives and collectively work towards achieving organizational success.

Jeff Bezos, the founder of Amazon, exemplifies how achievement orientation in self-management can lead to extraordinary outcomes. From the early days of Amazon, Bezos was known for his relentless focus on customer satisfaction and long-term growth. He consistently set ambitious goals, such as rapid expansion from an online bookstore to a global e-commerce giant, cloud computing leader, and media powerhouse. To manage these lofty ambitions, Bezos maintained rigorous discipline in his own work habits, structured his time meticulously, and formed clear, strategic priorities.

Initiative

Taking initiative is about recognizing and seizing opportunities without needing to be prompted. It demonstrates proactivity and a forward-thinking mindset. Leaders who take initiative are often the catalysts for innovation and progress within their organizations, encouraging their teams to also be proactive and take ownership of their roles.

Sara Blakely, the founder of Spanx, is an exemplary figure when it comes to taking initiative. In the late 1990s, Blakely, frustrated with traditional women's undergarments, identified a gap in the market for more comfortable and practical shapewear. Seizing this opportunity, Blakely took it upon herself to create a new product, despite having no background in fashion or business. She invested her own savings into developing a prototype, tirelessly researching fabrics, and refining her design.

Blakely's initiative didn't stop at product development. She single-handedly pitched her idea to countless manufacturers, facing numerous rejections before finding someone willing to take a chance on her vision. Once her product was ready, Blakely took a grassroots approach to marketing, personally demonstrating her Spanx product to potential customers and store buyers.

Her tenacity paid off when her product was picked up by Neiman Marcus, leading to a breakthrough moment when Oprah Winfrey endorsed Spanx on her show. This exposure catapulted Spanx into the spotlight, and under Blakely's leadership, the company grew into a billion-dollar empire. Blakely's story underscores the power of initiative—her proactive approach, coupled with her unwavering commitment and resourcefulness, transformed a simple idea into a revolutionary brand.

Optimism

Optimism is the ability to maintain a positive outlook, even in the face of adversity. An optimistic leader is one who envisions the best possible outcomes and instills hope and motivation in their team. This positive attitude can be infectious, fostering a resilient and determined workforce.

A compelling case study that exemplifies optimism is the journey of J.K. Rowling, the renowned author of the Harry Potter series. Before achieving global fame, Rowling faced numerous hardships, including the loss of her mother, a failed marriage, and financial struggles. Despite these personal challenges, she maintained an unwavering belief in her ability to succeed as a writer.

Rowling's optimistic outlook was put to the test when her manuscript for "Harry Potter and the Philosopher's Stone" was rejected by multiple publishers. Rather than succumbing to discouragement, she continued to persist, driven by a vision of the magical world she had created. Her resilience paid off when Bloomsbury Publishing decided to take a chance on her work, leading to the publication of the first book in 1997.

The success that followed was nothing short of extraordinary, with the Harry Potter series becoming one of the best-selling book series in history and spawning a major film franchise and a global fan base. J.K. Rowling's story exemplifies how optimism can fuel perseverance and lead to monumental achievements, even when faced with seemingly insurmountable odds. Her journey serves as a testament to the power of positivity and determination in overcoming adversity.

Conclusion

Mastering self-management is an ongoing journey that requires commitment and practice. By focusing on emotional self-control, transparency, adaptability, achievement, initiative, and optimism, you can enhance your leadership capabilities and create a positive impact on your team and organization.

We hope this newsletter has provided you with valuable insights and practical tips to improve your self-management skills. Stay tuned for our next installment, where we will delve into the importance of social awareness in developing emotional intelligence.

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Bibliography:

As you continue to explore the concepts of emotional intelligence and its impact on personal and professional success, here are some additional resources that may be of interest:

1. Goleman, Daniel. Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books, 1995.
2. Covey, Stephen R. The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change. Free Press, 1989.
3. Bradberry, Travis, and Jean Greaves. Emotional Intelligence 2.0. TalentSmart, 2009.
4. Cherniss, Cary, and Daniel Goleman. The Emotionally Intelligent Workplace: How to Select for, Measure, and Improve Emotional Intelligence in Individuals, Groups, and Organizations. Jossey-Bass, 2001.
5. Boyatzis, Richard, and Annie McKee. Resonant Leadership: Renewing Yourself and Connecting with Others Through Mindfulness, Hope, and Compassion. Harvard Business Review Press, 2005.
6. Mersino, Anthony. Emotional Intelligence for Project Managers: The People Skills You Need to Achieve Outstanding Results. Amacom, 2007.
7. Gardner, Howard. Frames of Mind: The Theory of Multiple Intelligences. Basic Books, 1983.
8. Salovey, Peter, and John D. Mayer. “Emotional Intelligence.” Imagination, Cognition and Personality, vol. 9, no. 3, 1990, pp. 185-211.
9. Sinek, Simon. Leaders Eat Last: Why Some Teams Pull Together and Others Don’t. Portfolio, 2014.
10. Pink, Daniel H. Drive: The Surprising Truth About What Motivates Us. Riverhead Books, 2009.
11. Dalio, Ray. Principles: Life and Work. Simon & Schuster, 2017.