1. The singular talent that set the most successful CEOs
apart from others turned out to be a critical mass of emotional intelligence
competencies. The most successful CEOs spent more time coaching their
senior executives, developing them as collaborators, and cultivating personal
relationships with them. (page 82)
2. Career Planning: It begins with the holistic vision of
one's life, in all its richness. To achieve improved business
performance, leaders need to be emotionally engaged in their self development.
And that requires connecting the effort to what really matters to them. (page
119)
3. Generation X and Y suggest, people in their 20's and 30's
have a more balanced view of life and work than was seen in previous
generations. Not willing to make some of the sacrifices that they watched
their parents make, they are seeking a balanced life along the way. (page
120)
4. A leader who values achieving goals above all else will
naturally be a pacesetter, viewing a more democratic style as a waste of
time. Understanding your operating philosophy can help you see how your
ideal self reflects your values. (page 122)
5. Slow down in order to speed up. Building
resonance and an emotionally intelligent organization, the shotgun approach to
change doesn't work. The process of slowing down and bringing people into
the conversation about their systems and their culture is one we don't see
enough in organizations but that nevertheless is critical. Processes such
as dynamic inquiry require a supportive, coaching approach and democratic style:
The leader must really listen to what people have to say about the culture and
the emotional reality of the organization. Both the coaching style --
where a leader deeply listens to individuals -- and the democratic style --
where a group in dialogue builds consensus -- can ensure that people are brought
into the change process in a way that build their commitment. (page
219)