What Makes a Leader? An Article by Dr. Daniel Goleman

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1 Developing Global Leaders & Economies What Makes a Leader? An Article by Dr. Daniel Goleman Reader: Dr. Rizwan Amin Sheikh, MBA, PMP, PhD Dean & Professor!!!!!!May17,!2017!

2 We"Read"For"You " Book"Club" Objectives of We Read for You Book Club: Executives are busy and don t have the time to read books. New research and management practices are being introduced that can help executives Members of the We Read for Your Book Club will include both male and female executives from public and private sector One of the GBS Professors will read and present a summary of a book every month. The books will be related to management, business, and entrepreneurship The club will provide a platform for both learning and networking Members will meet once a month at a five-star hotel or any of the club members place between Maghrib and Ishaa (7:00 pm 8:00 pm) 2"

He is the co chairman of the Consortium for Research on Emotional Intelligence in Organizations, which is based at Rutgers University s

3 About the Author: Dr. Daniel Goleman Dr. Daniel Goleman is the author of Emotional Intelligence (Bantam.1995) & a co author of Primal Leadership: Realizing the Power of Emotional Intelligence (Harvard Business School, 2002). He is the co chairman of the Consortium for Research on Emotional Intelligence in Organizations, which is based at Rutgers University s Graduate School of Applied & Professional Psychology in Piscataway, New Jersey NYT Best time seller Over 5 million copies in nearly 30 languages Best selling in Europe, Asia & Latin America 3"

4 What is a Leader? Somebody whom people follow: somebody who guides or directs others Somebody or something in lead: somebody or something in front of all others e.g. in a race of procession Effective Leaders are alike in one crucial way: they all have a high degree of Emotional Intelligence 4"

5 Emotional Intelligence (E.I.) Is the sin qua non of leadership Without EI, a person can have the best training in the world an analytical mind, and an endless supply of smart ideas but he/she won t make a great leader. Dr. Daniel studied the relationship between emotional intelligence & effective performance, especially in leaders. 5"

6 Components of Emotional Intelligence: 6"

7 Self management skills Five Components of Emotional Intelligence at Work: bility to relate to others 7"

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9 III Yes But What if They Are More Powerful? What if they are more powerful?! In these circumstances they suggest that any negotiation should aim to: " Protect you against an agreement you should reject. Meaning, don t accept something that is harmful to you in the long run. " they recommend that you should prepare a BATNA (Best Alternative to a Negotiated Agreement) prior to the negotiation i.e. a Red Line which will not be crossed! Make the most of your assets: they recommend that the better your BATNA the greater your power 9"

10 What if They Won t Play? They suggest 3 approaches (to encourage and coach the other party to use Principled Negotiation too): 1. You should use principled negotiation to encourage them to do the same 2. If they continue to attack using positional bargaining, refuse to retaliate and redirect their attacks on the problem. They term this Negotiation Jujitsu after the oriental martial art in which the attackers blows are deflected. 3. Involve a third party to fuse the views of the opposing parties, which they term a One Text Procedure. 10"

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12 What if they use dirty tricks?! They give examples of dirty tricks that can be used in negotiation, such as lies, psychological abuse and pressure tactics. They describe the TWO common responses seen, either of appeasement or reciprocal dirty tricks.! Instead they recommend a 3-pronged approach: " Recognition of the trick being played (so that you can ignore it) " Drawing attention to the trick being played " Negotiation about the negotiation itself i.e. about the rules with which the negotiation will be conducted 12"

13 IV. In Conclusion The book advises the reader to practice using the method. 1. You Knew it All the Time 2. Learn from Doing 3. Winning Playing Frisbie 13"

14 V Ten Questions This section of the second edition considers 10 questions submitted to the authors by readers of the first edition, and the authors responses to these. Q1. Does positional bargaining ever make sense? Not really. You might leave a lot of gold on the table thru positional bargaining. Q2. What if the other side believes in a different standard of fairness? You can explore each others standards and how they were developed. And then try to figure out which standard is more applicable in the situation. 14"

15 Q3. Should I be fair if I don t have to be?! Sometimes they buyer does not know the real value or price of the product or service. Should you charge more even when he/she is willing to pay?! Think about the long-term relationship.! What damage might be caused through an unfair deal?! How about your conscience? 15"

16 Q4. What do I do if people are the problem?! Build a working relationship independent of agreement or disagreement.! Deal rationally with apparent irrationality! No need to emulate unconstructive behavior! Coercion is not good for a long-term relationship 16"

17 Q5. Should I negotiation with a terrorist or even someone like Hitler? When does it make sense not to negotiatie?! Yes, you should especially if it s going to improve your BATNA! If your BATNA is not going to improve or you don t foresee any gains, then you may simply walk away. 17"

18 Q6. How should I adjust my negotiating approach to account for differences of personality, gender, culture, and so on?! Every culture and religion has common elements such as: people want to be respect, loved, and cared for. Nobody wants to feel taken advantage of! Conduct some research on cultural norms before negotiation. For example: # Formal versus informal # Fast or slow # Face-to-Face meetings # Bluntness of communication # Who Negotiates: equals in status or the most competent 18"

19 Q7. How do I decide things like Where should we meet? How should we communicate? Who Should Make the First Offer? and How High Should I start?! Where should we meet?! How should we communicate?! Who should make the first offer?! How high should I start? 19"

20 Q8. Concretely, how do I move from inventing options to making commitments?! Think about closure from the beginning! Consider crafting a framework agreement! Move towards commitment gradually! Make an offer! Be generous at the end (but with care) 20"

21 Q9. How do I try out these ideas without taking too much risk?! Start small! Make an investment! Review your performance! Prepare! 21"

22 Q10. Can the way I negotiate really make a difference if the other side is more powerful? And how do I enhance my negotiation power?! Some things you cannot get. White House! How you negotiate make a big difference! Don t ask who is more powerful! Be optimistic 22"

23 Let us never negotiate out of fear. But let us never fear to negotiate ---- John F. Kennedy US President 23"

24 GBS"Upcoming" Courses"for"2017" Digital Marketing for Growth & Profitability; Jan 30 th Feb 1 st 2017, Jeddah Harvard Law School s Program on Negotiation, March 21 st 23 rd, Riyadh, TBD Supply Chain Management for Competitiveness Riyadh, April 2017 How to be a Successful Entrepreneur Jeddah, May 2017 Strategic Marketing Jeddah, Sep 2017 Harvard Law School s Program on Negotiation, October 2017, Jeddah Successful Project Management, November 2017, Jeddah Harvard Law School s Program on Negotiation, December 2017, Riyadh / Bahrain 24"

25 Thank"You!" 25"

Developing Global Leaders and Economies

Developing Global Leaders and Economies WHAT THEY DON T TEACH YOU AT HARVARD BUSINESS SCHOOL? And why they can t make you street smart By Mark H. McCormack Reader: Dr. Rizwan Amin Sheikh, PhD Dean and