Now that we have a better understand of what emotional intelligence is, here are four leader live hacks to improve your capacity – apply one today!
- Solicit feedback from subordinates – use the Army’s 360 Assessment or create iterative Survey Monkey feedback mechanisms
- Focus on others and optimizing their input to the team
- Foster diversity of thought
- Don’t suppress your emotions – manage them
- Refocus negative energy on gaining a better understanding of the problem, alternate perspectives, and creative solutions
- Take ten minutes each day to reflect on your strengths and weaknesses – make it part of your personal battle rhythm
- Incorporate subordinate feedback into your personal goals
Still looking for more? Check out these resources focused on leading the staff!
Emotional Intelligence is the hottest leadership catch phrase, but what does it actually mean? At its core, emotional intelligence, or EQ, is a set of characteristics or traits possessed by effective and influential leaders. Emotionally intelligent leaders have a heightened awareness of their strengths and weaknesses and can adjust their leadership approach after reading group dynamics. A recent article defined EQ as consisting of four domains: self awareness, self management, social awareness, and relationship management. This article expands this framework by describing attributes within the context of Army Leadership.
March 20, 2015 – Photo by U.S. Air Force Staff Sgt. Nathan Lipscomb
The ability to employ Mission Command is essential as our Army shifts towards future operating environments, yet it remains a highly debated topic within the profession. Individuals provide interpretations of the philosophy rooted in training and combat experiences.
Check out more videos here!
Shortly after becoming a Battalion Operations Officer, I was overwhelmed by the volume of “stuff” coming across my desk prior to distribution, publication, or implementation. As the S3, I simply could not touch all of the FRAGOs, tasks, and requirements flowing through my headquarters. Though shaped for several years, I had just made the shift from small unit to organizational leader. I quickly found the organization’s success revolved around our ability to establish and maintain systems. Later, as the Brigade S3, I would reap the benefits of hard lessons learned in system management as a Battalion S3 attempting to keep my head above water.
My first experience with Strykers was as a field grade officer after service in both Armor and Light formations. The Stryker formation is powerful, but only if leaders understand its true capabilities and limitations. This article highlights the strengths of a Stryker formation and how field grade leaders enable success by exploiting those relative advantages.
Over the past few years I’ve had countless repetitions in screwing up the Military Decision Making Process. In retrospect, the lessons I learned were a key part of my development as an organizational leader. Here are five key take aways on MDMP — hopefully they help you improve your game!