At the top, brilliant intellect and strong technical expertise mean very little if the senior executive cannot collaborate with others to leverage that knowledge to move the organization forward.
Research shows that technical expertise is not a core indicator of success in the highest ranks of an organization. At the top of the hierarchy, technical expertise becomes negligible while leadership skills become all-important—especially those rooted in Emotional Intelligence. Self-awareness, self-control, and empathy: Daniel Goleman’s research has shown us that these skills matter more to success than the qualities we have long believed were the definitive predictors of success—personal qualities like determination or toughness, or IQ.
· Self-awareness is having the wherewithal to recognize how one’s state of mind and state of being affect everyone else.
· Self-control is the ability to measure and control one’s reactions in any given situation.
· Empathy is the ability to pick up emotional cues from others.
This chapter walks readers through Ego Trap #2, offering examples of leaders who relied on their technical skills and minimized EQ leadership skills to the detriment of their companies and careers—and others who learned to “turn on” their EQ and lead to great success. This chapter shows readers the power of better balancing technical skills with EQ skills to change their “story”—or the tale employees share and retell about them—and improve outcomes for the entire organization.
Question: Have you worked with executives or business owners who rely too heavily on what they know instead of allowing the team to use what they know?