Four Pillars of Leadership 

  • Mindset
  • Emotional Intelligence
  • Self-reflection
  • Self-healing

Dean Crisp is author of Leadership Lessons from the Thin Blue Line. He is the former national training coordinator for FBI-LEEDA and still teaches the trilogy classes for them. After writing his book, he decided to create his signature course, Intentional Leadership: Leading with a Purpose, that he teaches across the nation. This class covers in detail, many of the topics covered in this blog. Dean is also a national speaker and hosts the Straight Talk on Leadership Podcast weekly available on iTunes and other media players.

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Pillar 2: Emotional Intelligence


Continuing the Series on the Four Pillars of Leadership

Emotional Intelligence (EI) is component number two. 

In last week’s blog (EI) was defines as, the ability to manage one’s self and its relationship with others. 

EI has five major parts: Self-Awareness, Self-Management, Organizational/Social Awareness, Relationship Management and Empathy.  In last week’s post, I wrote about Self Awareness.  In this week’s blog, I will be discussing the second part which is Self-Management. 

According to Daniel Goleman who authored the seminal book Emotional Intelligence he sites six key components of Self-Management:

  1. Emotional Self Control. This is where you as the leader must keep your emotions under control and be aware that your mood and actions have a major affect on your followers. If your angry, sad or upset they will know it and it will impact their work.  By the same token if you are happy or enthusiastic they know it.
  2. Transparency. Being honest and forthright and trustworthy is key to getting folks to follow you.
  3. Adaptability. Being able to adapt to a ever changing environment and situations.  Being able to change when needed.
  4. Achievement. The commitment to excellence and to a higher standard
  5. Readiness to act and to seize opportunities
  6. Optimism. Having positive attitude and seeing the brighter side of things

Self-Management is an area that I, personally, needed much work.   Early in my leadership journey,  I had a difficult time controlling my emotions. I did not realize the impact that even the smallest of outbursts or outward expression of emotions or behaviors had on my employees.  I can remember a staff meeting early in my career as a Chief where I was trying to solicit what I thought was honest feedback and input from the Command Staff. I wasn’t getting much of either.  I didn’t understand why no one was talking and the group seemed unusually quiet.  After several minutes of forced conversation, it was obvious something was bothering almost everyone.  So, I just stopped in mid-sentence and said, “Ok folks something is bothering you today and I need to find out what it is?”  “Will someone tell me what is going on?” 

Thank goodness one of the group spoke up and said, “Chief, prior to the meeting this morning we heard you were pretty upset last night at the budget hearing because we didn’t get approval on many of the items submitted and when you came in it appeared that you still weren’t too happy and you appeared to be in a bad mood.”    

This honest feedback really impacted me.  I was shocked that my perceived mood and state of mind had such a huge impact on them.  I learned a great lesson that day about Self-Management.  I am not saying that I ever really figured out how to manage myself, but I did understand how much of an impact it can have on your team. 

Next week we will discuss EI component number three, Organizational Awareness. 

Please give us your comments and suggestions on how we can call do a better job with Self Management. 

“Keep sharing the Growth.”

Dean Crisp


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