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Must Read! Relational Leadership Book :)

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Must Read! Relational Leadership Book :)

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Congratulations-you've taken the first important step toward improving your strategic leadership skills by landing on this article. Whether you're a senior leader or a new manager, doing research in an effort to change is admirable.

Strategic leadership is learned-it does not come naturally. Therefore, educating yourself about the characteristics you want to embody will help you become a better leader. We've done some deep thinking around strategic leadership here at ClearPoint, and these are the top ten characteristics we believe are critical to develop.

The 10 Characteristics Of A Good Strategic Leader

1. Strong Communication

Without a doubt, being an effective communicator is a top attribute of a strategic leader. You may have a clear vision of what you're trying to accomplish, but if you can't convey it to your team or colleagues, it will be almost impossible to carry out. By developing the ability to clearly describe what you want done and relate it to your team, you will unite everyone's efforts. More specifically, your team needs to be aligned and on-board with your strategic objectives and goals to be successful.

Communication also extends to "softer skill" practices, like having an open-door policy or holding regular one-on-one meetings with team members. Express your vision clearly and then make yourself accessible to discuss anything going on in the office.

2. Good Listening Skills

While effectively communicating your expectations and vision is one of the top strategic leadership characteristics, it's also important to listen to what your team has to say. "Speaking and hearing" are two sides of the same coin and the best leaders do both well.

As Mark Twain said, "Wisdom is the reward you get for a lifetime of listening when you would have rather talked." Listening seems deceptively simple, but it can be difficult to pause in the middle of your busy day to sit with an employee or quietly tune in from the sidelines of a strategic planning meeting. Employees need to know their concerns and ideas are being heard-this not only helps build morale, but it makes your organization better because you are getting input from the people who are on the front lines. A leader who practices the art of listening gains the knowledge needed to solve problems, improve products or services, and build a strong company culture.

3. Passion & Commitment

Enthusiasm for your mission or project will get others excited because they can see and feel your dedication. But you must also add commitment to the mix of strategic leadership qualities, because passion doesn't always get the job done. Commitment is the ability to stay focused on what will make you successful.

One simple way to convey your passion and commitment is to lead by example. You expect your team to work hard and produce quality results, so roll up your sleeves and join them. Team motivation significantly increases when people see their boss working alongside them, putting in the same level of effort (or more) than everyone else. When you show that hard work is being done on every level of the organization, you prove your commitment and earn the respect of your team as a leader.

Another idea that we have seen from some leaders in Balanced Scorecard organizations is to always carry a version of your strategy map. It could be pocket-size or wallet-size, or printed and put in a notebook. This will allow you to regularly ask your colleagues and employees where they fit in on the strategy and how they regularly contribute. Furthermore, this highlights a passion for your strategy, and helps with the first attribute: good communication. Soon you may find that everyone carries their own copy of the strategy map!

4. Positivity

A positive attitude is contagious. If your team is led and surrounded by happy and positive people, they will work harder and be happier themselves. Positivity can take many forms in the workplace-from providing snacks in the communal kitchen to keeping an upbeat tone in your internal emails. Of course there should be a balance between play time and productive time, but do your best to create a positive, supportive environment during the workday.

Keep in mind that some leaders conduct strategy review meetings and only focus on the problems -i.e. the red and yellow items in their scorecard. You definitely want to be aware of issues (as no good leader has their head in the sand), but you must also take the time to recognize things that are going well with your strategy and celebrate successes.

5. Innovation

When you've been working at a company for years, or simply been in the same career for a while, it's easy to get stuck. Being a strong leader requires practicality and realism, but just as importantly it requires having an eye for innovation and the vision to execute on it. Nimbly adjusting and adapting to current business or economic environments is a valuable skill to foster.

In other words, don't get too comfortable. If an idea or process is foreign to you, assess it and look at the benefits of implementing something new. Characteristics of a strategic leader include being open to change and "left-field" thoughts, because that is precisely what will give you a competitive advantage. By making sound decisions based on data, no vision or innovation will be too far afield.

Remember that you may not be the most innovative person in the room-but you still need to foster innovation amongst your team. Be sure to have sessions or days where you encourage ideas about innovating around your strategy, and give some of the ideas the resources they need to be tested or expanded. If you never allow team members to innovate, they will have no examples inside of the organization to point to in order to make suggestions in the future.

6. Collaboration

Having a collaborative approach to leadership is powerful because it naturally creates transparency in your organization. If you're connected to your team and genuinely interested in collaborating with them, they will know what you're thinking and vice versa. Collaboration leads to trust, and your team will be more likely to support your vision. If you're not getting buy-in on that strategic plan you've created, it's not going to be effective. People want to own what they help create.

One way to improve collaboration is to create some small projects and put others in charge. Play the role of participant on the project instead of being a leader. Show your colleagues that you respect their ideas and approach. From there, you can begin implementing this with bigger projects and initiatives. Be sure to give credit where it's due-in public-so that others can see that you appreciate their contributions.

7. Honesty

In many ways, strategic leadership all begins with honesty. Being forthright about your successes, failures, and reasoning for choosing certain strategies and goals over others will earn the respect of your team. Following the motto of "honesty is the best policy" generates trust within your organization.

Being honest isn't always easy, because it requires communicating both the good and the bad. It's not about popularity, but rather about integrity. Within the space of a quarter, you may have to tell employees both that you're over budget and need to cancel initiatives, and that you outpaced benchmarks and are leading the industry in specific metrics.

Being an honest leader also includes being publicly transparent. Municipalities, nonprofits, healthcare facilities, and other similar organizations are under the most pressure to exhibit transparency. All leaders, but particularly those beholden to regulatory compliance, should be clear about plans, progress, and results. When you're honest and transparent, it's easier to get everyone on the same page and earn the trust of your employees and community when trying to achieve your strategic goals.

8. Diplomacy

Honesty is always the best policy, but strategic leadership often requires you to be tactful. Diplomacy is a learned skill that helps leaders effectively manage conflict using negotiation and sensitivity. It requires an unbiased, strategic approach to problem solving. As Henry Kissinger defined it, diplomacy is "the art of restraining power."

Honesty is always the best policy, but strategic leadership often requires you to be tactful. Click To Tweet

It's inevitable when planning and executing your strategy that you'll deal with disagreements and competing priorities. Having different points of view ultimately strengthens your organization, but it's a reality that can be challenging to manage in the short term. What if your strategy team disagrees on how to measure a customer objective? How can you please two department heads who both want ownership over a key initiative? Strategic leadership is being able to navigate these difficulties and turn them into win-win situations whenever possible.

9. Empathy

Being empathetic doesn't mean you're the organization's resident therapist. It means you try to understand your team's problems by walking in their shoes and seeing things from their perspective. Practicing empathy creates meaningful connections because leaders develop an awareness of the challenges and needs of a team or department, versus sitting oblivious in an ivory tower.

Aside from the interpersonal benefits, empathy is also a practical tool. When you truly understand what it takes to execute a strategy-the skills, resources, projects, and more-you're able to set more realistic goals and timelines. For example, a product team may need a certain amount of time to properly test the UX, or a sales team may need an updated CRM system to hit their revenue goals. Empathetic leaders gain the respect of employees and are more likely to successfully execute the organization's strategies because they know exactly what it takes to get the job done.

10. Humility

Humility is one of the most respected strategic leadership qualities. Humble leaders admit their mistakes, apologize when necessary, and always share credit. This behavior makes you more "human" and relatable; it's also simply a best practice to empower and reward others instead of acting like the smartest person in the room (even if you are!).

Practice humility not only with other people, but with your planning and processes. This means recognizing you don't know everything and some of the best strategies have flaws. By being open to learning and leaving your ego at the door, you're poised to help your organization adapt and improve.

In Conclusion

To recap, effective, good strategic leaders are strong communicators, active listeners, passionate, positive, innovative, collaborative, honest, diplomatic, empathetic, and humble. By taking the steps to embody these qualities, you're already becoming a better leader and can help move your team towards success!

A final thing to consider is that strategic leadership is different for everyone. How your leadership characteristics manifest depends on the company culture and existing frameworks, as well as your individual skills. For example, effective communication channels will look very different for a manager who is working on-site daily with the team versus a remote manager checking in every so often. Adapt your strategic leadership style to fit your role, your company, and your working situation.

Part of being a good leader is the ability to get things done efficiently and effectively. To sharpen that skill, you may want to sharpen your internal reporting process. If this process runs smoothly, you can help keep your team on the right track toward strategic success!

In this all-inclusive free guide, you'll find all the details of a comprehensive strategic planning process, tips to help you apply the information to your own reporting guide, and ways you can implement this information in ClearPoint. Download it today!

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Strategic Leadership: The 10 Characteristics Of A Good Leader | ClearPoint Strategy

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Congratulations-you've taken the first important step toward improving your strategic leadership skills by landing on this article. Whether you're a senior leader or a new manager, doing research in an effort to change is admirable. Strategic leadership is learned-it does not come naturally.

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Social and emotional learning: Trish Shaffer at TEDxUniversityofNevada

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contributed by Meg Price, the ei experience

Social emotional learning (SEL) by definition is a process for learning life skills, including how to deal with oneself, others and relationships, and work in an effective manner. Although there are many great SEL programs, SEL can also be incorporated into each lesson as a way of teaching for students to really understand how to action the skills in a variety of situations and form positive habits.

All students start school with some level of social and emotional skills and all will develop their social and emotional skills at a different rate. Parents and teachers are both responsible for teaching students life skills and certainly much of what they learn will be by watching our actions.

The 5 strategies below are will not only benefit students SEL but will also be beneficial to teacher's well-being.
5 Strategies For Incorporating Social Emotional Learning Into Your Classroom 1. Mindfulness
Mindfulness is: paying attention, in a particular way, on purpose, in the present moment, non- judgmentally.

We are hearing more and more about the benefits of mindfulness for children. Increased attention leads to better performance academically and increased emotional and social intelligence. Children are better able to learn, to nurture themselves, and to be aware of their emotional needs.

Mindfulness practices helps students pay attention to their breath, body, thoughts, feelings and the world around them. When they can observe their thoughts and feelings they have the freedom to choose how they will speak and act. And this can lead to a happier, more harmonious classroom.

There are many mindfulness activities on the Internet or via apps today. Why not start each lesson with a different mindfulness activity.
2. Clarify that thoughts leads to feelings
Research shows that students who are more resilient are more academically successful. Resilient students bounce back quicker, they are mindful of their thinking, understand their beliefs and importantly are able to challenge their beliefs and thoughts to create more positive outcomes.

This is an important concept because we may not always be able to influence what happens to us but we do have a powerful influence in how we interpret what happens to us and how we deal with it. Many students are unaware that their thoughts play a large role in influencing how they feel. No matter what happens to you, nobody can take this away from you and it is an empowering lesson to teach when ever you hear a student express frustration, anger and other negative emotions. Listen for the emotion, catch the moment and help your student challenge their thinking.
3. Model persistence and determination
A really important aspect of wellbeing and SEL is the ability to accomplish things in life. Many students naturally strive to better themselves in some way, whether they are seeking to master a skill, achieve a valuable goal, or win in some competitive event.

Other students need some coaching in this area. Teaching students each and every lesson that to accomplish things takes effort, patience and perseverance is really important. Praise for effort is critical in this area of SEL. Each student will need to be encouraged to set stretch goals during lessons to feel a sense of accomplishment. By being mindful, and challenging negative thoughts students can be encouraged to dig deep to find the determination to succeed.
4. Listen with empathy
Put another way, listen to be surprised.

Part of SEL is an understanding of the importance of positive relationships. To have these relationships we need to have empathy. Teachers have a wonderful ability to model empathy. Encourage students to listen to others, ask them to listen to be surprised and try to understand how other students might be feeling. What opportunities do you have each class to find ways for students to help each other and learn something new about other people's ideas?

Use the opportunity in class to teach students to ask questions framed to encourage response not encourage defensiveness. For example when John says "Sam, why can't you just follow the instructions"- encourage John to re-frame his question for a better understanding of what Sam is seeking "Sam, can we work through these instruction together to ensure they make sense?
5. Emphasize gratitude
Once again research is showing us that a really important aspect of well-being is gratitude. This research indicates those who regularly express gratitude have more energy and enthusiasm, less stress and better physical wellbeing. There are some very simple ways to increase your experience and expression of gratitude; however, this may require that we train ourselves to think differently. For students this can be done by incorporating some simple exercises into each lesson.

At the end of each class ask students to reflect on the class using these three questions:

- What aspects of this class did you enjoy today?

- Who did you enjoy working with today?

- What areas of this topic would you like to learn more about?

Most importantly above all have fun each and every class; learning should be fun and play is a really important part of SEL!

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5 Strategies For Incorporating Social Emotional Learning Into Your Classroom

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contributed by Meg Price, the ei experience Social emotional learning (SEL) by definition is a process for learning life skills, including how to deal with oneself, others and relationships, and work in an effective manner.

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Frances Frei: How to build (and rebuild) trust

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Trust is the foundation for everything we do. But what do we do when it's broken? In an eye-opening talk, Harvard Business School professor Frances Frei gives a crash course in trust: how to build it, maintain it and rebuild it -- something she worked on during a recent stint at Uber.

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Every kid needs a champion | Rita Pierson | TED

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Surprising Power of Human Relationships | Starla Fitch

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Successful leaders build and sustain long-term relationships | Steve Cockram | TEDxABQSalon

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This talk was given at a local TEDx event, produced independently of the TED Conferences. Steve Cockram's shares his thoughts on leadership and human relations, and the importance for entrepreneurs to truly understand who they are and what it's like for their family, friends and team to be on the other side of them.

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Leadership, Leadership Styles, and Servant Leadership

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When most people imagine intelligence, they picture a mathematician solving equations, a novelist writing great works of literature or a philosopher expounding on wise principles.

But brilliance takes many forms, not least of which is the ability to comprehend and manage emotions. Known as emotional intelligence, this trait is often overlooked, yet crucial for success as a business leader.

Here's what having emotional intelligence provides you with:
Acute Awareness
One of the defining features of emotional intelligence is the ability to comprehend the effects of your feelings. This is crucial for making sound, objective decisions when your pride and self-esteem are at stake. All leaders must face situations where their emotions make a decision seem better than it is.

If you previously expressed support for a certain strategy, for example, your pride will be tied up with that strategy, making it harder to recognize if it isn't working. Leaders who have emotional intelligence are more likely to realize when pride and other emotions are influencing their thinking, allowing them to make more rational, impartial choices.
Impact Interpretation
In addition to reigning in your own feelings, emotional intelligence makes it easier to anticipate and respond to others' sentiments. As much as we may want for it to be objective, business is an emotional experience.

Bad news from work can shock or dismay your employees, while good news may make them unreasonably optimistic. Emotional intelligence means you can tell ahead of time how others will react and develop a strategy to keep them grounded.
Mental Health Management
Those with emotional intelligence have an easier time assessing the emotional and psychological state of their employees. This makes it easier to determine if someone is suffering from:

* Anxiety

* Depression

* Grief

* Trauma

* Eating disorders

By recognizing threats to your employees' mental health, you can provide them with the support and professional resources they need to recover. Not only is this good for their health but it promotes a more harmonious, productive workplace.
Cultivated Communication
Leaders with emotional intelligence have an improved ability to gauge others' responses to their words and actions. This makes it easier for you to tell if your employees really understand what you are saying or are confused but unwilling to say so. You can then refine your messages accordingly, developing reliable ways of communicating with everyone who works for you.

Emotional intelligence also makes it easier for you to listen to what other people are saying clearly and without judgment, ensuring that others can always give you the information you need.
Helpful Humor
Never underestimate the value of humor in business. A good joke or clever play on words can cheer up dismayed employees, win over skeptical customers and draw positive attention to your brand. If you have emotional intelligence, it will be easier to tell what people will find funny. You can also determine in which situations humor will be appropriate, finding the proper balance between serious work and lightheartedness.

While intelligence is important, emotional intelligence is a key to success in leadership and in being able to relate to others. When dealing with others, truly try to place yourself in their situation. It will help you choose the best method to solve problems and achieve your goals.

How has emotional intelligence helped you to make sound and informed decisions?

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Why Emotional Intelligence Is Indispensable For Leaders

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When most people imagine intelligence, they picture a mathematician solving equations, a novelist writing great works of literature or a philosopher expounding on wise principles. But brilliance takes many forms, not least of which is the ability to comprehend and manage emotions.

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Research by the respected Center for Creative Leadership (CCL) in the U.S. found that the primary causes of executive derailment involve deficiencies in emotional competence. Each year, CCL serves more than 20,000 individuals and 2,000 organizations, including more than 80 of the Fortune 100 companies. It says the three main reasons for failure are difficulty in handling change, inability to work well in a team, and poor interpersonal relations.

International search firm Egon Zehnder International analyzed 515 senior executives and discovered that those who were strongest in emotional intelligence were more likely to succeed than those strongest in either IQ or relevant previous experience. Research that has been done on the relationship between emotional intelligence (EQ) and IQ has shown only a weak correlation between the two.

The Carnegie Institute of Technology carried out research that showed that 85% of our financial success was due to skills in "human engineering", personality, and ability to communicate, negotiate, and lead. They found that only 15% was due to technical ability. In other words people skills or skills highly related to emotional intelligence were crucial skills. Nobel Prize winning Israeli-American psychologist Daniel Kahneman found that people would rather do business with a person they like and trust rather than someone they don't, even if that that person is offering a better product at a lower price.

People would rather do business with a person they like and trust rather than someone they don't, even if that that person is offering a better product at a lower price.

To test out his findings, think of the last time you purchased a major item, a home, automobile, or large appliance where you had to dealings with a salesperson. Was the person someone who you liked and trusted? In my talks, I have found that whenever I asked that question, inevitably the entire audience answered that, yes, the person they bought a large item from was someone they liked and trusted. This theory about why salespeople with the right people skills do better than those who lack them is borne out by a study carried out by the Hay/McBer Research and Innovation Group in 1997. In a study carried out in a large national insurance company in 1997, they found that sales agents weak in emotional areas such as self-confidence, initiative, and empathy sold policies with an average premium of $54,000, while those strong in 5 of 8 emotional competencies sold policies on the average worth $114,000.

Much of the research that has been done on emotional intelligence has been at the executive leadership level. The higher up the organization, the more crucial emotional intelligence abilities are as the impacts are greater and felt throughout the entire organization. There have been some studies, however, that show impacts at all levels.

The higher up the organization the more crucial emotional intelligence abilities are as the impacts are greater and felt throughout the entire organization.

For example, a study by McClelland in 1999 showed that after supervisors in a manufacturing plant received training in emotional competencies such as how to listen better, lost-time accidents decreased by 50% and grievances went down from 15 per year to three. The plant itself exceeded productivity goals by $250,000.

The same principles apply in all areas of life, whether at work or in relationships. Everyone wants to work with people who are easy to get along with, supportive, likeable, and can be trusted. We want to be beside people that do not get upset easily and can keep their composure when things do not work out according to plan.

Self-awareness. The first thing that is essential for any degree of emotional intelligence is self-awareness. People with a high degree of self-awareness have a solid understanding of their own emotions, their strengths, weaknesses, and what drives them. Neither overly critical nor unrealistically hopeful, these people are honest with themselves and others. These people recognize how their feelings impact them, other people around them, and their performance at work. They have a good understanding of their values and goals and where they are going in life. They are confident as well as aware of their limitations and less likely to set themselves up for failure.

We can recognize self-aware people by their willingness to talk about themselves in a frank, non-defensive manner. A good interview question is to ask about a time that the interviewee got carried away by their emotions and did something they later regretted. The self-aware person will be open and frank with their answers. Self-deprecating humor is a good indicator of someone who has good self-awareness. Red flags are people who stall or try to avoid the question, seem irritated, or frustrated by the question.

Ability To Self-Regulate Emotions. We all have emotions which drive us and there is nothing we can do to avoid them. People who are good at self-regulation, however, are able to manage their emotions so that they do not control their words and actions. While they feel bad moods and impulses as much as anyone else, they do not act upon them. People who act upon their negative feelings create havoc, disruptions, and lasting bad feelings all around them. We feel before we think and people who constantly react from an emotional state never wait long enough to allow their thoughts to override their emotions.

People who self-regulate have the ability to wait until their emotions pass, allowing them to respond from a place of reason, rather than simply reacting to feelings. The signs of someone who is good at self-regulation are reflection, thoughtfulness, comfort with ambiguity, change, and not having all the answers. In an interview, look for people who take a little time to reflect and think before they answer.

Empathy. Empathy is another important aspect to look for when hiring. Someone who has empathy will have an awareness of the feelings of others and consider those feelings in their words and actions. This does not mean that they will tiptoe around or be unwilling to make tough decisions for fear of hurting someone's feelings. It simply means that they are aware of, and take into consideration the impact on others. They are willing to share their own worries and concerns and openly acknowledge other's emotions. A good way to look for empathy in an interview is to ask a candidate about a situation where a co-worker was angry with them and how they dealt with it. Look for a willingness to understand the source of the co-workers anger, even though they may not agree with the reasons for it.

Social skills. Social skill is another area of emotional intelligence that is highly important in the workplace. To have good social skills requires a high level of the other skills aforementioned as well as the ability to relate and find common ground with a wide range of people. It goes beyond just friendliness and the ability to get along with others.

People with social skills are excellent team players as they have the ability to move an agenda along and keep focus while at the same time remaining aware of the emotional climate of the group and possess the ability to respond to it. These people are excellent at making connections, networking, and bringing people together to work on projects. They are able to bring their emotional intelligence skills into play in a larger arena. To look for social skills in an interview, ask questions related to projects and difficulties encountered around varying agendas, temperaments, and getting people to buy in.

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Why Emotionally Intelligent People Are More Successful

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Research by the respected Center for Creative Leadership (CCL) in the U.S. found that the primary causes of executive derailment involve deficiencies in emotional competence. Each year, CCL serves more than 20,000 individuals and 2,000 organizations, including more than 80 of the Fortune 100 companies.

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The more that you, as a leader, manage each of these areas, the higher your emotional intelligence. So, let's look at each element in more detail and examine how you can grow as a leader.

Emotional Intelligence in Leadership

1. Self-awareness

If you're self-aware, you always know how you feel, and you know how your emotions and your actions can affect the people around you. Being self-aware when you're in a leadership position also means having a clear picture of your strengths and weaknesses, and it means behaving with humility.

So, what can you do to improve your self-awareness?

Keep a journal. Journals help you improve your self-awareness. If you spend just a few minutes each day writing down your thoughts, this can move you to a higher degree of self-awareness.

2. Self-regulation

Leaders who regulate themselves effectively rarely verbally attack others, make rushed or emotional decisions, stereotype people, or compromise their values. Self-regulation is all about staying in control.

This element of emotional intelligence, according to Goleman, also covers a leader's flexibility and commitment to personal accountability.

So, how can you improve your ability to self-regulate?

Hold yourself accountable. If you tend to blame others when something goes wrong, stop. Make a commitment to admit to your mistakes and to face the consequences, whatever they are. You'll probably sleep better at night, and you'll quickly earn the respect of those around you.

Practice being calm. The next time you're in a challenging situation, be very aware of how you act. Do you relieve your stress by shouting at someone else? Practice deep-breathing exercises to calm yourself. Also, try to write down all of the negative things you want to say, and then rip it up and throw it away. Expressing these emotions on paper (and not showing them to anyone!) is better than speaking them aloud to your team. What's more, this helps you challenge your reactions to ensure that they're fair!

3. Motivation

Self-motivated leaders work consistently toward their goals, and they have extremely high standards for the quality of their work.

How can you improve your motivation?

Re-examine why you're doing your job. It's easy to forget what you really love about your career. So, take some time to remember why you wanted this job. If you're unhappy in your role and you're struggling to remember why you wanted it, try the Five Whys technique to find the root of the problem. Starting at the root often helps you look at your situation in a new way. And make sure that your goal statements are fresh and energizing. For more on this, see our article on Goal Setting.

4. Empathy

For leaders, having empathy is critical to managing a successful team or organization. Leaders with empathy have the ability to put themselves in someone else's situation. They help develop the people on their team, challenge others who are acting unfairly, give constructive feedback, and listen to those who need it.

If you want to earn the respect and loyalty of your team, then show them you care by being empathic.

How can you improve your empathy?

Respond to feelings. You ask your assistant to work late - again. And although he agrees, you can hear the disappointment in his voice. So, respond by addressing his feelings. Tell him you appreciate how willing he is to work extra hours, and that you're just as frustrated about working late. If possible, figure out a way for future late nights to be less of an issue (for example, give him Monday mornings off).

5. Social Skills

Leaders who do well in the social skills element of emotional intelligence are great communicators. They're just as open to hearing bad news as good news, and they're experts at getting their team to support them and be excited about a new mission or project.

Leaders who have good social skills are also good at managing change and resolving conflicts diplomatically. They're rarely satisfied with leaving things as they are, but they don't sit back and make everyone else do the work: they set an example with their own behavior.

So, how can you build social skills?

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Emotional Intelligence in Leadership - Learning How to Be More Aware

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Relating to others is vital in today's workplace. Learn how to build your emotional intelligence (EI) with this article.