Plutchik’s Wheel of Emotion
Dr. Robert Plutchik, a noted psychologist, has given us a great tool to assist in developing some level of awareness regarding our emotions and our emotional self-awareness (defined later). Plutchik has outlined eight core emotions:
The wheel you see above shows low energy and high energy forms of those emotions as well as combinations. For example – the high energy form of trust is admiration. The low energy form of trust is acceptance. The combination of trust and joy gives us love. A key part in developing your emotional intelligence and leadership capabilities is to be fully aware of your emotions and the emotions of others.
Conflict is probably the hardest to develop, most underused, and easiest to get wrong of any leadership competency.
Behaviors that we see often include:
- Individual avoids conflict – usually at any cost
- The smartest guy in the room syndrome
- I win and you lose attitude (or I win and and I hope that you win too)
- Capitulates early and often (gives in or gives up)
- Finds accidental conflict on a regular basis
Do any of those resonate with you?
Conflict is inevitable, but combat is optional. Max Lucado, author
This engaging and fast-paced story clearly explains how managers and leaders from all walks of life can use the principles of Energy Leadership to inspire themselves and others to achieve extraordinary results in whatever they do. The author provides insight into a cutting edge coaching process he has developed, which has positively impacted the lives of tens of thousands of people in both the corporate and private sectors.
Leaders aren’t the smartest person in the room.
Leaders aren’t problem solvers.
Leaders aren’t negative.
Smartest Person in the Room
“If you are the smartest person in the room then you are in the wrong room.” Anonymous
To paraphrase Steve Jobs – hire smart people and let them tell you what to do. Certain industries (medical and engineering come to mind) are notorious for a room full of smart people. Do you watch The Big Bang Theory? We all laugh at Sheldon Cooper and his lack of emotional intelligence and his “always right” attitude. But, how does that really play out in your work environment?
Regardless of your religious beliefs, you likely associate “judgment day” with a processing of a life’s worth of action and information. And yet, we make judgments every day will little to no information to support that judgment.
Dictionary.com defines “judgment” as “the ability to judge, make a decision, or form an opinion objectively, authoritatively, and wisely, especially in matters affecting action; good sense, and discretion.”
We believe our judgment to be objective– because, after all, we formed that judgment (or opinion) with all the necessary facts at our disposal. Right? Let’s look at an example to see how this works in real life. Suppose that you are driving in morning traffic (and you are late for a client meeting) and a car in your lane stops – blocking traffic. A woman jumps out of the driver’s seat and opens the back door. You can’t see what she is doing, but you start to form judgments anyway:
Your Assumptions – What Do You See?
What do you see when you look at the picture on this page? A tree, prairie grass, whispy clouds in the sky? Most of us do. How might a squirrel view the tree – as a source of food (walnuts/acorns) or shelter? Somebody else might see this tree as a future source of income. With proper pruning and care it could become a very valuable log from which to make veneer.
There really is no right or wrong answer. They are all correct. It depends on the view of the person. Assumptions act in the same manner. Your perspective, your assumptions lead you to form a perspective – and that perspective (what you think) – creates a feeling that leads to an action. This Think-Feel-Act scenario happens to us many times a day.
How does “judgment” show up in your life?
Dictionary.com defines “judgment” as “the ability to judge, make a decision, or form an opinion objectively, authoritatively, and wisely, especially in matters affecting action; good sense, and discretion.” That is the textbook definition of “judgment” but that isn’t necessarily how it shows up in the real world.
We believe our judgment to be true–because, after all, we formed that judgment (or opinion) through objective reasoning. Right? Let’s look at an example. Suppose that you are driving in morning traffic and a car in your lane stops. A woman jumps out of the driver’s seat and opens the back door. You can’t see what she is doing, but you start to form judgments anyway:
Your limiting beliefs are leading you to fail!
Limiting beliefs are hurdles that you place in your path that prevent you from moving forward or these beliefs alter your path in a direction contrary to where you want to move. You place these limiting beliefs in your road and only you can remove them.
Here is a classic example of a limiting belief. The entire world believed that it was impossible for a human being to run a mile in under four minutes. That is except Roger Bannister. On May 6, 1954 he successfully ran a mile in 3 minutes 59.4 seconds – thus proving false the limiting belief. That record time lasted less than two months – 46 days actually. Today, to compete on a national or international level in a mile race ALL runners accomplish the mile in under four minutes.