January 2017
In This Issue
What causes emotional turmoil
Video: Generating positve flow of feeling
News update: upcoming book
Books and resources
 
What causes emotional turmoil in organisations? 
 
When leaders make decisions that cut across your values, you are likely to have reactive emotional responses; anger,disbelief, disappointment, sorrow, outrage. If you value social unity, inclusion, and transparency and a leader's actions generate divisiveness, exclusion and the thinking behind their decisions appears absent, you are likely to react with the flight, fight or freeze response. When this occurs, curiosity and engagement are lost. A division between you and the leader is created. When this occurs, being critical is easy. Finding a way forward is everyone's challenge.

If you value transparency and relationships yet your boss gripes to you about others behind their backs, you are likely to feel anxious and concerned that he or she will be saying things about you to others. If your senior leadership team communicate decisions without giving you context and their background thinking, their decisions will take you by surprise. You don't have a chance to warm up to what they want to create. They have acted as if you aren't important.

In my work with teams, I see values in action everyday in meetings. Of course, in any group, people have differing values. One way to determine your values is to use the phrase 'the world works best when.....'  Here are some examples of values operating in groups.
The world works best when.......
  • What happens in a group is constructive for everyone
  • People are confident and respond directly and openly
  • People have open discussions on concerns and reach a conclusion
  • People are clear about what they want to say and express themselves coherently
  • We say what we think and don't care about the impact
  • People bite their tongues on contentious issues
  • People are polite and are guarded with what they say
  • We stick to the agenda we agreed to
  • We discuss our concerns openly. Anything is on the agenda
  • We listen to the loudest voice
  • We don't question the leader
What values do you have in your work? How do you respond when one of your values is being transgressed? What might you do to build a bridge? How might you continue to engage and remain true to your vision of making this world a better place?  If you want to build your capacity to remain engaged in when your values are transgressed, contact Diana
   

©  Diana Jones, the Organization Development Company 2017 

How you feel on approaching a group influences your relationship with the group, and the outcomes. You can shift your feeling toward others by expanding and updating your perceptions of your shared purpose and the outcomes being sought. Here's a short video on an aspect of Executive  Presence - generating positive flows of feeling when you are leading groups.
Generating positive flows of feeling within groups 
Generating positive flows of feeling towards groups

©Diana Jones 2017
Update on my forthcoming book: the index has been completed! I am delighted to see so many words leading to easy access.

I am honored Marshall Goldsmith has endorsed my book
"A deep dive into what great leadership means today! If you need to improve your effectiveness and influence at work, you can be confident that Diana Jones' challenging questions and sage advice work. Everything you need to know to become an exceptional leader is right here!" -Marshall Goldsmith, Ph.D., Thinkers50 number-one leadership thinker worldwide



Electronic book media education and literature reading concept  modern smartphone with book reading application with text and stack of color hardcover books isolated on white backgroundBooks and Resources

One of the chapters in my book Leaders
hip Material is The Demise  of the Rational Leader. Leaders have been shortchanged by thinking that this is they way to lead.
"The long-held belief that successful leaders are rational is not true. What is true is most leaders are capable of being rational when appropriate. If rational decisions always worked, we would have solved the enduring world problems of poverty, violence, and sustainable living long ago. Leaders who only focus on technical skills will discover that these won't help them have essential conversations or manage difficult situations. Such tools and techniques don't cut the mustard in leading people; they are only part of the picture. 
 
Here are some current references which might interest you.

 Mckinsey interview: Emotions and Rationality in Leadership, An Interview with Nobel laureate Eric Maskin and Eyal Winter Posted Oct 29, 2016 by Eyal Winter, Ph.D.

 
Barsade, Sigal, and Olivia O'Neill. "Manage Your Emotional Culture," Harvard Business Review, January-February 2016, https://hbr.org/2016/01/manage-your-emotional-culture.
 
Sperling, Julia and Schwartz, David. "Leadership and behavior: Mastering the mechanics of reason and emotion." McKinsey Quarterly, October 2016

http://www.mckinsey.com/business-functions/organization/our-insights/leadership-and-behavior-mastering-the-mechanics-of-reason-and-emotion
 
https://www.youtube.com/watch?v=Lr-T6NAV5V4  Amygdala Hijack & Emotional Intelligence Kirsten Johnson
term coined by Daniel Goleman in his 1996 book Emotional Intelligence
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