Leadership in the Moment

In our most recent newsletter, The Leader’s Almanac, we are discussing “Leadership and the Emotional Edge”.  An area of some debate is “What is the difference between Emotional Intelligence (EI) and IQ?”  An easy way to differentiate between the two is suggested in The EQ Edge by Drs. Stein and Book. 

Think of two or three mentors or leaders who have had the most positive influence on you and your career.  When you recollect your experience, how many of the attributes fall into the IQ category of high intelligence?  Perhaps they were outstanding professors, financial wizards or a source of immediate information–a walking wikipedia.  How many fall into the EI category of “treats me with respect, shows integrity, listens deeply, and inspires me”?  What do your answers tell you?  Do they suggest that EI is at least as important—or even more so—that IQ? 

Having recently returned from a vacation, this editor jotted down some observations on the return flight.  Most of us are only peripherally aware of the world that surrounds us. We are often possessed by an overactive brain and, even though we may be on vacation, we haven’t really gone anywhere. Yet travel is an opportunity to feel more alive when we visit unfamiliar places.  Why is that?  We become more present when we’re challenged by the unknown. 

In the practice of leadership, similar behaviors prevail.   A leader can feel more alive when challenged with decision-making while in the midst of uncharted, turbulent waters.  They are focused on the present moment and often enjoy the “rush” of working under pressure.  Things get done.  Still, jumping from one high impact moment to another does not allow a leader to take a step back, observe, and take time for long-range planning.   It’s a balancing act of being in the present moment, embracing it and then drawing back to enjoy the view of the “road less traveled.” 

Michael Feuer, in an article in Small Business Northern California, issued a warning:  “Satisfaction can lead to complacency”.  What he means is that complacency by employees and leaders, even job satisfaction, can cause a business to fall behind its competitors.  He says that the best of the best leaders suffer from various degrees of “F of F”, or fear of failure.  It’s a strong driver that can spur one on to constant improvement.  If a leader is not worried about some competitor lurking in the shadows that person is kidding him/herself.   

So, what’s a leader to do?  He says they need to celebrate small wins but quickly clear away the party glasses and get back to the business of confronting the “interloper” (competitor).  One way is to have more than one team ready in the wings to begin working on the same project or product.  For example, when Team A has completed a project, Team B comes in to work on an improved version of the original.     Apparently, just when we thought it was a competitive advantage, having job satisfaction is not necessarily the way to build your business.