Star Performing Leaders

Star Performing Leaders

It is highly recognised that emotional intelligence skills are central to successful leadership.

Emotional skills are sometimes brushed aside as soft skills. Soft skills are sometimes broken down into personal attributes, such as: optimism, common sense, responsibility, a sense of humour, integrity, time-management and motivation.

In addition, interpersonal abilities, such as: empathy, communication the ability to teach, good manner and sociability may also be included.

I firmly believe that as a leader and entrepreneur it is essential that you have the capacity to release the creativity, vision, passion and workability of your people.

Your relationship skills and your capacity to engage  empathetically with others is crucial in order to enhance and capitalise  your workforce’s innovation, efficiency and effectiveness.

What differentiates star performing leaders from the rest?

Consciously developing relationships is the most valuable asset a star performing leader can cultivate because relationships represent a unique strategic resource.

“The fundamental glue that holds any relationship together is trust.” – Brian Tracy

“No single factor predicts the productivity of an employee more clearly than his or her relationship with a direct supervisor.” –  Gallup Organisation

On reviewing my high performance coaching practice I have analysed that 85% of the time I spend with my clients, as a certified high performance coach, is spent on enabling leaders to improve their performance issues and challenges with others within the workforce.

Professor Martyn Newman, Sheffield Business School and Author of RocheMartin Emotional Capitalist Report states: Building relationship capital requires understanding and identifying the key relationships in your business and using practical strategies for leveraging them to improve the business. Good relationships with a wide range of people are necessary, and specific skills are involved to improve social effectiveness.

The first involves becoming aware of the work and social environment, it teaches you when, where and why to begin and end a variety of interactions.

The second part, interpersonal skills enhancement, covers verbal and non-verbal aspects of personal interactions – how to be a good listener, how to switch topics etc. and the third part centres on presentation skills.

Here are some of the reasons why I believe relationship skills is vital to star performing leaders:

  • Every relationship that your business has with everyone offers the potential for people to be touched, moved and inspired by you so hence, relationship skills is an asset and an investment.
  • Understanding the powerful role of emotions in the workplace separate the star performing leaders apart from the average.
  • I believe that one of the fundamental task of a star performing leader is to facilitate good feelings in the people being lead,  and that at the heart of leadership, the pulse is emotional. I believe that the root of emotional intelligence anchors what a leader does well. This emotional element is sometimes invisible and often ignored.
  • My experience as a board member for 25 years inclusive 10 years as Chairman of an NHS Commissioning Trust has taught me that relationships represent a unique strategic resource. Also, my study of psychology reminds me one of the oldest laws in psychology, which states that beyond a moderate level, increases in anxiety and worry erode mental abilities.

If people’s emotions are pushed toward the range of enthusiasm performance can leap; if people are pushed towards acrimony and anxiety, performance will fall. When leaders drive emotions positively, they bring out the best in everyone – Daniel Goleman

  •  Although emotions and moods may seem trivial from a business point of view, they have real consequences for getting work done. A study at Yale University on mood and performance, demonstrates that negative emotions: especially chronic anxiety, or a sense of futility, powerfully disrupt work and hijack attention form the task in hand.
  •  Reference to The Open Loop and other breakthroughs in brain research support the notion that leaders’ moods and actions have enormous impact on the people they lead – the key task of emotionally intelligent leaders is to inspire, keep people motivated and committed as well as to arouse passion and enthusiasm.
  •  There are sound business reasons why relationship skills make good business sense. Relationship skills add real commercial value to the balance sheet and this value can be measured in any successful business.
  •  Over 80% of job terminations are due to poor relationship skills not poor technical skills.
  • Most of us spend over 95% of our lives interacting with others.
  • Poor relationship between strategic leaders, entrepreneurs, line managers and staff can damage the financial bottom line of a business because poor relationships affect performance and strategic outcomes.
  • Creating effective relationships with those you need to get you where you want to be makes good personal, interpersonal and corporate sense.

In the context of emotional intelligence the development of competence in relationship skills is important because a good understanding of the impact of effective relationships helps you to:

  • Manage conflict with skill
  • Build effective relationships and be effective with people at all levels
  • Develop inter and intra personal intelligence within relationships
  • Focus on effective team relationships and measurable outcomes
  • Be effective with diverse groups of people and cultures
  • Increase your understanding and acceptance of others
  • Be effective in your personal relationships and preserve that which you value within the relationship.

Click here to read the forward to her book: The Beacon Leadership Technique – 6 Conscious Blueprints to Experience Your Joy

Click here to purchase the book

Neslyn is The Renowned International Speaker on Relationship Skills


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