EQ - Self Motivation/Self Management
Oh , good afternoon. Uh , today I want to talk about , um, another element of emotional intelligence. Last week we talked about , uh, self-awareness and as we frame that it was based around our growth through hiring from management leadership. And the foundation of that is emotional intelligence has four elements to it. First element , self-awareness. The second element today is about self motivation and self management. So just to, to get us started today, a Q a Q is not just about being nice , um, and reframed AQL last time round saying that a cue is about the control of our emotions at work. That's not a strict definition of that as to how we like to say it. Just to play it down a little bit. It's about how we control our emotions at work. So we're saying this week that [inaudible] is not just about being nice and what do you mean by that? E cue is about getting results. Yeah . For yourself and for the team. So it's not just about being nice, not just about being everybody's friends, not just about having lots of warmth and empathy, not just about being kind. All those things are really important. Of course they are, but it's about getting results as well. So it's understanding our emotions and how to control those emotions in the work setting. And that's about getting results for ourself and for the team effectively generating results. So is that a good place to start first and again, just think about Cisco itself and management's about self-motivation. This series is about management and leadership. Um , we spend some time on that last week and the week before. Now we're talking about the EEQ proportion of that. And we're going to ask the question of, you know, what type of manager and what type of leader all you really , um , you know, from, from experience and management and leadership roles. I think as you're going through that sometimes very difficult to have enough self awareness to be able to , to create the narrative to say this, the type of manager or leader I am, unless there's this type of intervention, which starts to ask you those sorts of questions. So from my personal experience, did I know as I was going through the different stages of mindful leadership, what type I was, I think upon reflection and hindsight, yes. And then later in my career really started in the stands and now started understand whatever manager and leader I am and what I aspire to be as well. So you've got to ask yourself that question. What type of manager and leader am I and am I getting results effectively for myself and for the team using emotional intelligence? Just to open that up, I'm using some , um, so behavioral transcends elements of talents , analytics. If I asked you some questions right, how would you formulate opinions? And if you were on the extra being very dogmatic or inconclusive. Yeah . Now either of those Oh extremes and either of those extremes will get you a set of results, not necessarily the right results, but they'll get you a set of results. If I asked how you formulate a driving , um , in your style of management leadership or you harsh most of the time or you permissive, most of the time they're extremes. And each of those I can will generate results, maybe not the consistent results that you're looking for, all the effective results you're looking for. And also think about your power in the organization or in your team or your very dominating or your very self-sacrificing , again, extremes and will generate results maybe effectively, maybe not, but essentially going to generate results through leveraging ourselves and leveraging the team. And to do that, we need the rights , knowledge, skills, and particularly behaviors to do that. We paraphrase last week about , um, Marshall Goldsmith, one of his phrases, what get here will not necessarily get you where you want to go. Yeah. And that really means a , that's about behaviors . The further up this growth through a high Roggie letter or the letter of , um , promotion, you're going, you know, what got you to a point will not necessarily get to the next point and you'll need the change, the behavioral dynamics of your management or leadership style. What we know is that these three elements that have described so far about how we formulate opinions are we driving , uh , teams and results and the power that we have in the organization that if we have the, the, the gentle traits , the gentle dynamic share really coming to fall as in being inclusive , inclusive, totally inconclusive, sorry, being permissive and self-sacrificing. This is what formulates what we call the Bermuda triangle. This is where work gets lost. This is where I would work, gets lost and the work of others gets lost as well. Just another thing about it, if way inconclusive in the way that we formulate opinions and people aren't really sure what we're about, we're very permissive and the way that we're driving and the organization then maybe some period will not do as we want them to do. And if we're very self sacrificing me really were too helpful, then maybe some of that work just comes back to us anywhere. So there's Bermuda triangles where work gets lost if you're too far in the extremes of being nice. Yeah. That's why we said at the start, achy was not just about being nice. It's about having a healthy balance of what we call the dynamic and gentle trance of management and leadership all the way through this growth through hierarchy and the series that we'll bring to you. And behind the scenes, the talent analytics and the behavioral competencies, the role, looking at the balance of dynamic and a gentle transfer management and leadership. Really important it understand that it's a balance of the dynamic and the gentle. Some people say are the um, the hard and the soft, you can call it what you wish, but really it's not just about being nice. It's about delivering good results with a balance of these dynamic and gentle traits . That brings us nicely into, we looked at self awareness last week and this week's about self management. So we need built a manager ourselves. We need to be able to understand the behaviors that we're exhibiting and at times modify those to suits the , the scenario. Yeah , suit the scenario. And it's having that flexibility to do that. And without self-awareness you won't be to do it. And come to self management. How to get that balance of those dynamic and gentle elements of management and leadership. And then we're into the the self motivation. Once I'm sufficiently self-aware and managing my emotions well how do I get that self motivation and the self motivation is to generate results for yourself and for the team. So just open up this a little bit more than think about some of the definitions around self management and self motivation. What we would like to be thinking is that an individual can strive to achieve excellence, that the individual takes action to benefit from opportunities as a positive mindset to pursue challenging goals as adaptive to change whilst staying focused on those intended goals. So all the way through that definition as a lot of emphasis about excellence, about moving forward, about saying opportunities, about challenges, about goals, about focus. These are some of the dynamic elements of ECU and of management and leadership. And that's a balance of those against yes, being nice to have warmth and empathy , um, to, to have good listening skills and good collaboration skills. So there's a nice blend of those, those trends. So some advice for the the the audience today. Then really start to ask that question. What type of manager and leader am I? What is my style? Can you describe it ? Could you describe it as being dogmatic or could you describe it as being permissive? Think about what we said in your so far. Just thinking about your style. Have good a good balance. Have you gotten extreme at times I've got an extreme most of the time, all you achieving the results that you want to achieve and if you're not, it's always best to look at you as yourself as an individual. It always starts with you as an individual. Self awareness, self management, self motivation, so understand just style. Ask yourself the question, what a manager and leader am I and the more you can define that declaring, become about what the next step needs to be, which is, well, what am I going to change to get myself in balance and imbalance ? Is that that balance of the dynamic and the gentle elements of management, leadership and then how to affect that change. What am I going to do on a routine basis to, to make sure that I can be more in balance with the dynamic and gentle or the hard and the soft elements of management and leadership and always a good feedback loop for that is what's the results? Yeah . What is the results that you're achieving at any point in time? So take home for today then. As we said already, EEQ is not just about being nice. We wanted to say that just to maybe um, tease a little , um, some of the emotional intelligence conversations that are going on at the moment . Maybe sound a little bit too soft. Sound a little bit too. That's not for me cause I don't, it has been a management technique. I think that emotional intelligence is an amazing, and it's a broad subject, but I think it's time to bring it into, into practice and real world . And it's not just about being nice. Okay. It's about controlling our emotions at work. That's how we'd like to say that. But why'd you want to do that? Do you want to do that to achieve results in a good way? And a good way, not just a smash the results and at the expense of everybody around you. It's about achieving those results with the team and leverage it and yourself and the team and every scenario possible. And to reflect upon self-awareness from our previous video and today are thinking about self management. What type of manager lead all you and the self motivation elements. You know, how do you look to achieve performance and excellence? How do you take action to benefit from opportunities? Do you have a positive mindset about achieving challenging goals? And can you adapt to change while remaining focused on your intended goals? And bring all that to the team as well to achieve results effectively. So thanks for listening today . Thank you.