For 515 senior executives analyzed by the search firm Egon Zehnder International, it was found that emotional intelligence (EI) was a better predictor of success than either relevant previous experience or high IQ. It was determined that the executive with high EI was involved in 74% of successes and only 24% of failures.

-- Page 10

Passionate leaders are a tremendous energy source--powering their people to perform at higher levels--lighting up the organization with their enthusiasm.

Do you inspire your people? Would they go to the ends of the earth for you?

Projections estimated that by the year 2008, there will be about 161 million jobs for 155 million workers. Inspirational leadership will assist in motivating employees to join you.

-- Page 67

Ten Steps to Develop Accurate Self-Perception

8. Ask the Right Questions.

Answers to the "right" questions require reflection and a willingness to improve. Ask "why?" questions. Why am I leading the way I am? Why do I make the decisions I do? Why do I get angry -- impatient? If I were to leave the organization, what would be the reaction among my colleagues, and staff?

9. Work Toward Your Goal.

Take the "eulogy" test. What do you want said about you when you "shuffle off this mortal coil?" Write it down. Start making the changes necessary to be the person you want to be remembered as. Shortly after I had completed this section of the chapter, I came across this tribute in the Globe & Mail:

In memoriam
Robert J. Humphrey
1947 - 2000
Chairman and CEO, Harry Rosen

In 1975 Bob Humphrey gave Harry Rosen a gift, he joined the company. He was the perfect fit. On Sunday July 23rd, he passed away. We need no special words to express our true feelings for our Chairman; honest ones will do just fine. For twenty five years he was the heart of this company. His brilliance, his leadership, his ability to get things done compelled us forward. His humanity and friendship made it fun. A list of his personal and professional achievements would produce a staggering quantity, all the more impressive for its quality. He was driven to succeed, but as everyone here whose lives he touched would readily attest, he kept no clock when it came to sharing himself with others. When you hold up a mirror to his life, it does more than reflect a brilliant career, it brings into focus a truly unique man. We miss you. Your family, at Harry Rosen

There is no greater praise for a leader.

-- Pages 14-16

Lead From a Position of Self Control
Leaders who are in control create a calmer, more reasonable environment. Self-control has a trickle-down effect. It promotes fairness. In rapidly changing times, a cool collected approach is preferable to hasty decisions made when emotions run high and rational thinking runs low. Leaders who demonstrate their self-control with reflection, thoughtfulness and level-headedness send clear messages to all those around them that their actions are not impulsive, but carefully calculated. This is a reassuring and confidence building perception for staff and colleagues.

-- Page 30

Study after study indicate there is dollar and cents value in satisfying employees -- in encouraging them to stay. Frederick Reichheld, author of The Loyalty Effect, offers up hard statistics that corroborate that a seasoned employee is two or three times as productive as someone just walking in the door. A Watson Wyatt Worldwide study states that replacing an employee costs about 1.5 times a year's salary. This study also finds that companies with highly committed employees tend to post sharply higher shareholder returns, demonstrating enhanced shareholder confidence. The satisfaction level of employees has tremendous impact on their bottom line productivity

-- Page 36

My daughter-in-law, a family physician, reads here medical journals with a singular purpose: to keep herself abreast of the newest medical information, so she can provide the best, updated care for her patients. She always makes notes in the margins to personalize the information and then photocopies and files the articles in folders related to the subject. She reviews the material whenever she has a patient who comes in with problems similar to those described in the journal articles. She reads to stay on top of things because her patients' good health depends on it. Outstanding leaders reads to stay on top of things because the good health of their organizations depend on it.

-- Page 128

PRAISE EMPLOYEES OFTEN

Training and development experts advise that in order to praise employees most effectively...

• Praise promptly -- it's most effective when given immediately after a job well done.
• Praise sincerely -- simply, from the heart.
• Praise precisely -- let employees know specifically what they've done well.
• Praise without giving any criticism -- don't mix.
• Praise face-to-face -- tell employee directly...or
• Praise in front of someone else -- this lets the employee know what they've done well and communicates to others that you noticed and appreciated what they did...or
• Praise to others when the employee isn't there -- a most effective way to ensure that not only does the employee hear the accolades, but others are made aware of it and transmit it along.

-- Page 55

MANAGING TIME

When prioritizing your time, experts agree there are three types of time to be blocked out.

• Internal time -- the optimum time to do your own work -- uninterrupted. This is the time you are most productive on your own. For me, it's early in the morning, before the phones start ringing and the noises of the day distract. Find the best time for you and block it off.
  
• External time -- the best time to hold meetings, hold conference calls, attend to the outside issues of the day. This is harder to block off because schedules need to be coordinated, but start with the time that works best for you and go from there. Whenever it's possible, I suggest mid-morning or mid-afternoon for my external time, before another, less personally effective time is suggested by someone else.
  
• Self time -- the most important segment of time, yet the hardest time to block off and probably the least taken. Now that psychologists and HR people are validating its importance, blocking off time for yourself has become more accepted and is less regarded as loafing on the job. A very few minutes of relaxation, introspection and head-clearing can do wonders to revive the mind, refresh the spirit and speed you on your way. You owe it to yourself, your staff and your associates to block off this time.

-- Pages 90-91

Become a better decision maker by asking and answering these eight questions:

7. Who can assist you to make the decision?
Determine who has had appropriate experience and who is currently involved in the problem or in a similar problem. If, as in our example, the situation involves front-line staff, it might be helpful to get input from people who are involved in day-to-day operations and from other leaders who are encountering similar decision making challenges.

-- Page 107

Smart Goals are Specific, Measurable and Achievable

(v) Ask Goal-Setting Questions

Do this right from the start. They'll assist to keep you on track. Ask questions such as:

• What skills are needed to achieve this goal?
• What information or knowledge is required?
• What help, collaboration or assistance is required?
• What resources are required?
• What obstacles might be encountered along the way?
• Am I making any assumptions without verification?
• Are there any alternative approaches to be considered that may be better?
• Are my goals prioritized to be effective?

Add other relevant questions and answers of your own.

-- Page 147