Chapter 5 Creating Emotionally Intelligent Organization

Question 1

It’s harder for people to change once they’ve become entrenched in an organization and they get used to one way of doing things. An important reason people can become obstacles is linked to motivation. Which of the following are motivating factors that can overcome resistance to change? Pg102

Answer 1

Recognition and reward.
An opportunity to truly make a difference.
Empowerment for decision-making that leads to tangible, positive results.

Question 2

As a leader, you have the ability to build a culture that employees want to be a part of. The goal is to create a
____that will help you earn “raving fans” in the form of both customers and employees.
Pg87

Answer 2

Dynamic culture

Question 3

Building a winning culture takes empathy, adaptability, ______, and belief in people. When you express these qualities as a leader, employees will show you the drive and motivation it takes to build and maintain a collaborative, cohesive environment. Pg 87

Answer 3

A positive outlook

Question 4

____ is the lifeblood of any organization pg 89

Answer 4

Culture

Question 5

Organization with great ___ never have to worry about reputation pg 89

Answer 5

Culture

Question 6

As famous management consultant _____once said, “Culture eats strategy for breakfast.” Whether you’re leading a startup venture, helming an industry-leading organization, or helping a company make the transition from growth phase to expansion, you need to begin by understanding the culture.

Answer 6

Peter drucker

Question 7

Emotionally intelligent leaders are passionate about culture because they know winning organizations have a positive,people-first culture. An ____one that is receptive and ready for new ideas, is fertile ground for an emotionally intelligent leader. Pg 89

Answer 7

Open culture

Question 8

The authors states in a crowd of leaders, one man has stood out throughout the years ____ founder of hair care company Paul Mitchell, liquor company Patrón Spirits, and now telecommunications company ROKiT, pg 90

Answer 8

John Paul Deloria

Question 9

A fascinating analysis from Harvard Business Review details Dr. Emma Seppälä’s findings about workplace happiness and productivity: “A positive work climate also leads to positive workplace culture which, again, boosts commitment, engagement, an performance.pg 91

Question 10

Chester Elton and Adrian Gostick, authors of The Carrot Principle and All In, point out the importance of celebrating in a team environment. The benefits of camaraderie and encouragement are currency that go a long way toward engendering a culture of togetherness and ____pg 91

Answer 10

Optimism

Question 11

“Cheering is unifying. It creates an atmosphere of camaraderie and a willingness to accept each other and ___one another . It acknowledges
that each person on the team, by himself, will be unsuccessful unless
everyone works together in a balanced, concerted effort.Pg 91

Answer 11

Buoy

Question 12

No matter where you’re trying to go as an emotionally intelligent leader, remember to heed the African proverb: “If you want to go fast, go alone. If you want to go far, go together.” Think of that when you consider the culture you aim to mold and form for your team and company. Pg91

Question 13

In 2020, emotionally inteligent ledders have an open mind and promlinently include diversity and inclusion as part of their organizational Vision. Pg 93

Question 14

CEO Sheila Lirio Marcelo, founder of Care.com said that diversity “improves productivity, performance and stock price in the long term. ____ proves that things can be better. Pg94

Answer 14

Diversity

Question 15

The author suggests focusing on four phases of turning one’s vision Into reality ___
9
Pg 95-96

Answer 15

1. Establish the basics that determine your desired standard.
   -Vision
   -Purpose
   -Mission
   -Core values
2. Focus on your people.

-Identify what makes you unique and what your strategic
goals are
-Model this behavior and influence your employees to
adopt it
-Establish what you desire for your people-their personal
and professional development
-Create an environment of diversity, inclusiveness, and
belonging that shows you care
-Provide open, candid forums for feedback and partnership
with all levels of employees

3. Communicate

-Make sure expectations are clear and understood
-Tie your strategic goals and desired results back to your
core values, vision, purpose, and mission, and make sure
you gain alignment organization-wide
-Create key performance indicators for business units

4. Develop a constantly self improving and innovating mind!.set
   and approach.
   -Evaluation and reflection at the core of each step
   -How can we do things better?
   -Celebrate the wins!

Question 16

VISION TO REALITY
Cultural change can take several years, so it’s important to exercise patience as you take your vision to reality:, Norm Sabapathy, EVP of People at cadillac Fairview, said, “It doesn’t happen overnight. It really depends on assessing the true gap between the culture you have and the culture you need to have.° The nuance of change is understanding just how much actually needs to be changed, strategically and tactically, sometimes this cultural change will enhance productivity and, ultimately, reputation. PG 99

Question 17

One of the first obstacles every leader faces is ___ pg 100

Answer 17

Resistance to change

Question 18

The culture of one of the worlds largest, most successful companies is so admired there have been books written about it ___ pg 101

Answer 18

The apple way

Question 19

THE WILL TO CHANGE:

We’ve seen that a major obstacle to change can be the process- the “business as usual” way of doing things. Sometimes people are identified as the problem It’s harder for people to change once they’ve become entrenched in an organization and they get used to one way of doing things. An important reason people can become obstacles is linked to motivation. Pg102
.

Question 20

Psychologist Frederick Herzberg’s “two-factor theory” shows that while some workplace factors cause job satisfaction, others cause dissatisfaction. Motivating factors that can cause satisfaction, for example, are things like recognition, reward, an opportunity to truly make a difference, and empowerment for decision making that leads to tangible, positive results pg 102

Question 21

As New York Times bestselling author Mark Murphy points out, it’s usually executives who are more willing to change, whereas frontline
employees are less likely: “The data is pretty clear that frontline employees are going to be less excited by change than top executives In fact, every role except managers is significantly less excited about change than the top executives. And yet, which role do executives converse with most frequently? Other executives!

Question 22

The author stated he developed 4 criteria to focus on as an emotionally intelligent leader to avoid obstacles that stand in the way of successfully leading your organization _____ pg103

Answer 22

First, stop making excuses
Second , take initiative
Third, remember that the buck stops here
Finally, celebrate the victories

Question 23

The author stated to Adopt the Anne Mulcahy playbook and your _____ strategy. Get out in front of things, communicate, empathize, influence, and take those inputs to inform your decision-making. pg 103

Answer 23

Boots on the ground

Question 24

The biggest obstacles to successful change are ___pg 106

Answer 24

Both people and process

Question 25

Emotionally intelligent leaders are passionate about culture because: pg89

Answer 25

They know winning organizations have a positive people first culture

Question 26

According to scholars at the Emotional Literacy Foundation, “The model of emotional intelligence and diversity (ED)..encompasses the ability to feel, understand, articulate, manage, and: of 94

Answer 26

Apply the power of emotions to interactions across lines of difference

Question 27

Emotionally intelligent leaders have an open mind and prominently include of their organizational mission as part of 93

Answer 27

Diversity and inclusion

Question 28

It’s harder for people to change once they’ve become entrenched in an organization and they get used to one way of doing things. An important reason people can become obstacles is linked to motivation. Which of the following are motivating factors that can overcome resistance to change? Pg 102

Answer 28

A. Recognition and reward.
B. An opportunity to truly make a difference.
C. Empowerment for decision-making that leads to tangible, positive results.

Question 29

The importance of change is a thread throughout Connors’ book. One of the first obstacles every leader faces is resistance to change. One of Connors’ four criteria to focus on to avoid obstacles is to take initiative. What is the “boots on the ground” strategy utilized in taking initiative? Pg 103

Answer 29

Get out in front of things, communicate, empathize, influence, and take those inputs to inform your
decision-making.

Question 30

Psychologist Frederick Herzberg’s “_______shows that it some workplace factors cause job satisfaction, others cause dissatisfaction. Pg 102

Answer 30

Two factory theory

Question 31

In a crowd of leaders, one man has stood out throughout the years. John Paul DeJoria, the founder of hair company Paul Mitchell, liquor company Patron Spirits and now telecommunications company ROKiT, prioritized what two things to be successful in business:

Answer 31

Making the best product and putting his peoples first