Home' Trinidad and Tobago Guardian : August 6th 2013 Contents B17
Tuesday, August 6, 2013 www.guardian.co.tt Guardian
From Page B16
So, how can you improve your ability to
Know your values -- Do you have a clear
idea of where you absolutely will not com-
promise? Do you know what values are most
important to you? Spend some time exam-
ining your "code of ethics." If you know
what s most important to you, then you
probably won t have to think twice when
you face a moral or ethical decision -- you ll
make the right choice.
Hold yourself accountable -- If you tend to blame
others when something goes wrong, stop. Make a
commitment to admit to your mistakes and face the
consequences, whatever they are. You ll probably sleep
better at night, and you ll quickly earn the respect of
those around you.
Practice being calm -- The next time you re in a
challenging situation, be very aware of how you act.
Do you relieve your stress by shouting at someone
else? Practice deep-breathing exercises to calm yourself.
Also, try to write down all of the negative things you
want to say, and then rip it up and throw it away.
Expressing these emotions on paper (and not showing
them to anyone!) is better than speaking them aloud
to your team.
What s more, this helps you challenge your reactions
to make sure that they re fair!
Self-motivated leaders consistently work toward
their goals. And they have extremely high standards
for the quality of their work.
How can you improve your motivation?
Re-examine why you re doing this: It s easy to forget
what you really love about your career.
And make sure that your goal statements are fresh
Know where you stand: Determine how motivated
you are to lead.
Be hopeful and find something good: Motivated
leaders are usually optimistic, no matter what they
face. Adopting this mindset might take practice, but
it s well worth the effort. Every time you face a chal-
lenge, or even a failure, try to find at least one good
thing about the situation. It might be something small,
like a new contact, or something with long-term
effects, like an important lesson learned. But there s
almost always something positive -- you just have to
look for it.
For leaders, having empathy is critical to managing
a successful team or organisation. Leaders with empathy
have the ability to put themselves in someone else s
situation. They help develop the people on their team,
challenge others who are acting unfairly, give con-
structive feedback, and listen to those who need it.
If you want to earn the respect and loyalty of your
team, then show them you care by being empathic.
How can you improve your empathy?
Put yourself in someone else s position: It s easy to
support your own point of view. After all, it s yours!
But take the time to look at situations from other peo-
ple s perspectives.
Pay attention to body language: Perhaps when you
listen to someone, you cross your arms, move your
feet back and forth, or bite your lip. This body language
tells others how you really feel about a situation, and
the message you re giving isn t positive! Learning to
read body language can be a real asset when you re
in a leadership role because you ll be better able to
determine how someone truly feels. And this gives
you the opportunity to respond appropriately.
Respond to feelings: You ask your assistant to work
late -- again. And although he agrees, you can hear
the disappointment in his voice.
So, respond by addressing his feelings. Tell him you
appreciate how willing he is to work extra hours, and
that you re just as frustrated about working late. If
possible, figure out a way for future late nights to be
less of an issue (for example, give him Monday mornings
5. Social skills
Leaders who do well in this element of emotional
intelligence are great communicators. They re just as
open to hearing bad news as good news, and they re
experts at getting their team to support them and be
excited about a new mission or project.
Leaders who have good social skills are also good
at managing change and resolving conflicts diplomat-
ically. They re rarely satisfied with leaving things as
they are, but they re also not willing to make everyone
else do the work. They set the example with their
Learning how to be more aware
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