• Create BookmarkCreate Bookmark
  • Create Note or TagCreate Note or Tag
  • PrintPrint
Share this Page URL

How to Use This Guide and How Not to Use It

How to Use This Guide and How Not to Use It

  • Assessment is an important phase of development for leaders. However, not all forms of assessment are created equal. As a trainer or coach, you must determine accuracy of assessment information. In addition, these methods require continuous assessment and feedback between you and the participants.

  • Handpick selected exercises in this guide depending on the person or group that you are working with. In other words, select the exercises based on fit and appropriateness.

  • The exercises in this guide are designed to be used as coaching tools. The coaching tools can be used in the classroom or in private coaching sessions. The tools are designed to help managers reflect on their leadership methods, practices, and philosophies, and then to use these reflections to guide their leadership behaviors.

  • As the trainer or coach, you should use this guide with care and judgment. Not all managers are at the same level in their readiness to reflect and develop themselves. Therefore, we've coded the exercises with a High, Medium, and Low risk/difficulty factor.

  • Also, you'll need to use care and judgment when considering offering these exercises in group settings or in private. Some organizational cultures do not promote an open atmosphere, and, therefore, the exercises may be more beneficial if used privately with the learner.

  • We have, for your convenience, grouped some exercises or activities that work well together and suggest some sample training and modules for you to consider. Remember, however, that in group settings, not all participants will be at the same level. Therefore, it will be important for you to take this into consideration when planning the session.

  • Do not use this guide as a substitute for all leadership development. Managers still will need basic skills in decision making, problem solving techniques, and methods related to strategic thinking, etc. However, the activities contained within these pages are essential for managers to flourish beyond these basic skills.

  • Do supplement these activities with other training activities that will contribute to the learning. This is not, nor can it be, the only avenue to developing emotional intelligence.

  • Recognize that your role as the coach or trainer in emotional intelligence is to act as a mirror for the learner. Sometimes, self-assessment in a leader with low self-awareness can be flawed, therefore, your role is expanded. You must hand to your learner the observations and insights from within and outside the classroom that facilitate his or her learning. Comments from employees, peers, and others must be part of the feedback that you give to assist the learner.

  • As a coach or trainer in emotional intelligence, take care not to force people to participate if they aren't ready.

  • Debriefing exercises are instrumental if progress it to be made in emotional intelligence. The questions at the end of each activity are designed to get participants to reflect on the learning. Please add questions that you believe will enhance the learning. Always ask the participant how the learning will result in changing his or her approach on the job.

  • Remember basic information such as Myers-Briggs type and learning style information. Some people are introverted and will find reflection easy. Others are extroverted and will prefer to process the information by talking it through. As the coach or trainer, adjust your methods accordingly. Any exercise designed for private reflection on the following pages can easily be adapted.

  • Exercises and activities aimed at increasing emotional intelligence demand that the learner internalize the information and then broaden or change his or her leadership philosophies. (Philosophies will result in changed behavior.) This cannot occur overnight. It is the trainer or coach's job to continuously keep this type of learning in front of the manager, to continuously challenge or affirm his or her philosophies that drive the leadership behavior.

  • Don't expect Attila the Hun to be transformed into Gandhi. However, do expect progress. The key to progress in emotional intelligence is to continuously challenge the manager to rethink his or her philosophies that drive his or her management and then to support new behaviors related to this new thinking.

  • Reinforcement of the new emotionally intelligent behavior is critical to acquiring the skill. The coach/trainer should reinforce these skills as often as possible. Ideally, the coach should also enlist the help of others within the organization, especially in a superior of the participant to also reinforce the behavior.



Not a subscriber?

Start A Free Trial

  • Creative Edge
  • Create BookmarkCreate Bookmark
  • Create Note or TagCreate Note or Tag
  • PrintPrint