Leadership Presence & Emotion Management

Developing the Leader in Me

• Leadership presence comprises confidence, intelligence, and experience.
• It involves knowing about the topic, being prepared, and anticipating others' moves.
• People first judge leaders based on likeability and competence, which account for > 90% of positive/negative impressions.

Leadership Presence: Likeability and Competence Factors

• Display warmth through a relaxed but strong posture, vocal expression, authentic smile, bright eyes, and welcoming gestures.
• Projects strength by a relaxed but strong posture, filling the space with moderate volume, expressing with authority and eye contact.

Runaway Emotions

• Runaway emotions can be expressed by "imploding" or "exploding".
• Imploders keep runaway emotions inside; exploders outwardly express them, often without thinking.

Taking Positive Action for Yourself

• Manage runaway emotions, short and long term, by modifying thinking, acting, and stress/negativity.
• Modify thinking by identifying phrases, monitoring self-talk, taking things less personally, visualizing calm handling, keeping the big picture in mind, journaling, finding distractions, or discussing with someone removed from the situation.
• Mitgate the situation by providing emotional/physical space, listing what to control, choosing silence, researching information gaps, making specific requests, stopping assumptions, and asking questions for clarity.
• Overall stress/negativity control includes deep breaths, seeking positive people, practicing relaxation, listening to music, favorite activities, kindness, volunteering, monitoring habits and cultivating humor.

Taking Positive Action with Others Techniques

• Listen intently to others by using encouraging phrases like "hmmm" or "uh-huh.", and focusing on hearing with no need to respond.
• Acknowledge the concerns of others by saying "That would be frustrating.” or "I can see how that would be upsetting.", and let them know have had a tough week.
• Clarify your role by inquiring "How can I help as we talk this through?” and "What do you need me to do next?".
• Monitor personal emotional management alongside the ability to help, refer to other assistance, end the discussion respectfully, or plan discuss the issue at another time.
• Ask clarifying questions; "What happened exactly?”, “What is the issue as you see it?", "What concerns you the most?" to determine facts.
• Confirm your understanding of facts and feelings; "It sounds like the fact that they didn't ask you is more troubling than the decision itself. " and "So, you think he's qualified, but you're angry that Mark didn't get a chance. Is that right?".
• Encourage choices such as "What options do you have?", "What would you like to do?", “What do you see as the best course of action from here?”.

Basic Principles to Address Challenges

• The Basic Principles, like building trust, effective relationships, positive environment maintenance, and defusing situations, help address challenges.

The Basic Principles help one to:

• Identify business issues.
• Apply personal strengths.
• Build trust and take action.

Key Basic Principles

• Focusing on the situation, not the person, stays objective and builds trust.
• Maintaining self-confidence/esteem promotes risk-taking and resilience.
• Constructive relationships built upon mutual trust and varying diverse backgrounds.
• Initiative to improve, find ways to contribute, innovate, and find ways to help.
• Leading by example involves adhering to commitments, admitting shortcomings, and embracing fresh concepts.
• To think beyond the moment encourages considering one's actions effects, while working ethical and inspiring trust.

Case Study: McDonald's Appleview

• The Appleview McDonald's does $2.5 million in annual sales, but has issues with service, quality, and cleanliness
• Some of the service problems include long wait times, dual lane drive thru issues, inattentive employees, and non-functioning equipment
• Quality issues involve excess product waste, difficulty keeping up with demand, and missing items on orders
• Six dirty tables exist, dining area crew are outside socializing without cleaning materials, and bathrooms lack supplies.
• Multiple employees are exhibiting behavior from a tense shift manager named Emily.
• Other facts included management reviews not up to date, Travel Path completion incomplete, questionable word choice to employees, overworked managers
• Only 39% of Employees complete surveys
• 88% of crew are verified on the stations with 8 part time trainers averaging ~25 hours a week with 2 full time 44hrs each. Trainings seen to be brushed over.
• Low performance is being show in the 'People Review' for Appleview at 150% trailing 12 months
• Apple View struggles with not enough secondary duties and management overtime. New shift leader overwhelmed by over time in all areas.
• BSV scores showed below average 'Friendliness' and 'Accuracy'
• Crew labor % within targets (20%)
• Key employees often no-showing up
• 0.5% average waste result low
• 2500 current budget over spend
• Broken appliances

Appleview Part 2

• John was feeling burned out but scheduled 14hrs each week due to staff shortages. Emily especially was putting in too much over time.
• Shift proficiency needs improvement due to cut training.
• 2 months ago John stopped looking to employ under 20hours to reduce these shortages.
• Emily not reacting well to critique.

Appleview Part 3

• Crew increased to 45, for improved ability of work/life balance scheduling,
• While not to the level that its improved to, over time is still a concern of Joanne.
• A new shopping centre opened across the street, but has not increased sales.