Feedback Models – Why Do We Still Get it Wrong?

In the world of modern leadership, feedback is a critical tool for employee development and team growth. Creating a feedback culture is often spoken about as the ideal for organisations; they dream of a world where teams operate in a psychologically safe space, where communication is constructive, compassionate and collaborative. Teams strive for open, honest conversation, where boundaries are pushed safely and innovatively; where employees strive for continuous improvement based on radical candor, non-judgmental, unbiased communication; where striving for better, drives best performance.

So, why is it still the most common request we receive when designing leadership development programs? Why do we still get it wrong?

Despite the abundance of feedback models, leaders often fail to effectively communicate, leaving teams confused or disillusioned.

We explore why that might be the case, starting with a brief look at some of the most commonly referenced feedback models. We dive into what leaders may be missing when it comes to giving and receiving feedback.

Feedback Programme image

The top 5 Feedback Models

1. SBI (Situation-Behavior-Impact)
This model promotes a process which begins with defining a specific situation, the behavior observed, and the impact it had on others. It aims to be clear and objective but often lacks a focus on actionable steps.

2. AID (Action-Impact-Desired Behaviour/Do)
Similar to SBI, the AID model stresses the impact of an action and what change is needed in the future. It’s helpful for steering behavior in a constructive way but can feel prescriptive.

3. IDEA (Identify-Describe-Encourage-Action)
IDEA adopts a more coach-based approach; including encouragement alongside actionable feedback, which fosters support. Leaders may struggle with balancing honesty and positivity, potentially downplaying necessary criticism.

4. EEC (Example-Effect-Change/Continue)

A model that aims to capture the impetus for change to improve outcomes; recognizing and advocating for positive affirmation in equal measure.

5. STAR/L (Situation-Task-Action-Result/Learning)

A popular feedback model however it can lack focus on improvement and change; hence the addition of the L-Learning.

What’s Missing: Why Leaders Still Get It Wrong

Despite these well-structured models, feedback often misses the mark. Here’s why:

1. Emotional Intelligence and Empathy
Models provide structure, but leadership requires emotional intelligence. Many leaders focus on following the formula of a feedback model without tuning into the emotions of the recipient. Effective feedback requires a genuine understanding of the other person’s feelings and how the feedback will be received. For example, even well-delivered constructive feedback can trigger defensiveness if empathy isn’t shown. Leaders take care to consider ‘intention’ and what you want the ‘receiver’ to take away, while being aware of your own communication styles and how you may need to adapt this to meet the listener.

2. Actionability vs. Reflection
Feedback should always be actionable, yet leaders often forget to offer specific ways for improvement. Many models outline what needs to change but stop short of equipping the recipient with tools or guidance to improve. Help the receiver to consider ways they might change their thinking and behaviors in light of the desired impact. When feedback lacks practical steps, it becomes overwhelming and ineffective.

3. Consistency and Timing/Regularity
Leaders can either wait too long for formal feedback sessions or give feedback at inappropriate times. Feedback needs to be regular and provided close to the behavior it addresses. Delaying feedback for quarterly reviews makes it less effective, as employees may no longer connect the feedback to the specific behavior. On an organization level, inconsistency in terms of quality of feedback, tone and specifics can have a knock on effect in terms of morale and engagement. Train your leaders to give and receive feedback well.

4. Clarity and Directness
One common mistake is a lack of clarity. Feedback must be straightforward, yet many leaders beat around the bush, fearing confrontation. The feedback becomes muddled, leaving employees unsure of what to actually improve.

5. One-Sided Communication
Feedback should be a conversation, not a monologue. While some models encourage dialogue, many leaders still treat feedback as a one-way process. They focus solely on delivering their message without listening to the recipient’s perspective or allowing space for questions.

6. Over-Reliance on the Model
While feedback models provide structure, they are not a substitute for genuine connection. Leaders can get bogged down by adhering strictly to the model, losing the personal touch necessary to make feedback meaningful. Models are guides, not rules, and leaders must adapt their approach based on the individual and the situation.

Conclusion

Despite the plethora of feedback models available, leaders often fail because they overlook the human aspect of feedback. The best models provide structure, but true feedback success lies in emotional intelligence, actionable steps, clear communication, and a focus on dialogue rather than delivering a formulaic response. By incorporating empathy and real-time adjustments into their feedback, leaders can create the kind of culture where feedback, really is the gift it should be.

 

Feedback Models – Why Do We Still Get it Wrong?

In the world of modern leadership, feedback is a critical tool for employee development and team growth. Creating a feedback culture is often spoken about as the ideal for organisations; they dream of a world where teams operate in a psychologically safe space, where communication is constructive, compassionate and collaborative. Teams strive for open, honest conversation, where boundaries are pushed safely and innovatively; where employees strive for continuous improvement based on radical candour, non-judgmental, unbiased communication; where striving for better, drives best performance.

So, why is it still the most common request we receive when designing leadership development programmes? Why do we still get it wrong?

Despite the abundance of feedback models, leaders often fail to effectively communicate, leaving teams confused or disillusioned.

We explore why that might be the case, starting with a brief look at some of the most commonly referenced feedback models. We dive into what leaders may be missing when it comes to giving and receiving feedback.

Feedback Programme image

The Top 5 Feedback Models

1. SBI (Situation-Behaviour-Impact)
This model promotes a process which begins with defining a specific situation, the behaviour observed, and the impact it had on others. It aims to be clear and objective but often lacks a focus on actionable steps.

2. AID (Action-Impact-Desired Behaviour/Do)
Similar to SBI, the AID model stresses the impact of an action and what change is needed in the future. It’s helpful for steering behaviour in a constructive way but can feel prescriptive.

3. IDEA (Identify-Describe-Encourage-Action)
IDEA adopts a more coach-based approach; including encouragement alongside actionable feedback, which fosters support. Leaders may struggle with balancing honesty and positivity, potentially downplaying necessary criticism.

4. EEC (Example-Effect-Change/Continue)

A model that aims to capture the impetus for change to improve outcomes; recognising and advocating for positive affirmation in equal measure.

5. STAR/L (Situation-Task-Action-Result/Learning)

A popular feedback model however it can lack focus on improvement and change; hence the addition of the L-Learning.

What’s Missing: Why Leaders Still Get It Wrong

Despite these well-structured models, feedback often misses the mark. Here’s why:

1. Emotional Intelligence and Empathy
Models provide structure, but leadership requires emotional intelligence. Many leaders focus on following the formula of a feedback model without tuning into the emotions of the recipient. Effective feedback requires a genuine understanding of the other person’s feelings and how the feedback will be received. For example, even well-delivered constructive feedback can trigger defensiveness if empathy isn’t shown. Leaders take care to consider ‘intention’ and what you want the ‘receiver’ to take away, while being aware of your own communication styles and how they may need to adapt this to meet the listener.

2. Actionability vs. Reflection
Feedback should always be actionable, yet leaders often forget to offer specific ways for improvement. Many models outline what needs to change but stop short of equipping the recipient with tools or guidance to improve. Help the receiver to consider ways they might change their thinking and behaviours in light of the desired impact. When feedback lacks practical steps, it becomes overwhelming and ineffective.

3. Consistency and Timing/Regularity
Leaders can either wait too long for formal feedback sessions or give feedback at inappropriate times. Feedback needs to be regular and provided close to the behaviour it addresses. Delaying feedback for quarterly reviews makes it less effective, as employees may no longer connect the feedback to the specific behaviour. On an organisation level, inconsistency in terms of quality of feedback, tone and specifics can have a knock on effect in terms of morale and engagement. Train your leaders to give and receive feedback well.

4. Clarity and Directness
One common mistake is a lack of clarity. Feedback must be straightforward, yet many leaders beat around the bush, fearing confrontation. The feedback becomes muddled, leaving employees unsure of what to actually improve.

5. One-Sided Communication
Feedback should be a conversation, not a monologue. While some models encourage dialogue, many leaders still treat feedback as a one-way process. They focus solely on delivering their message without listening to the recipient’s perspective or allowing space for questions.

6. Over-Reliance on the Model
While feedback models provide structure, they are not a substitute for genuine connection. Leaders can get bogged down by adhering strictly to the model, losing the personal touch necessary to make feedback meaningful. Models are guides, not rules, and leaders must adapt their approach based on the individual and the situation.

Conclusion

Despite the plethora of feedback models available, leaders often fail because they overlook the human aspect of feedback. The best models provide structure, but true feedback success lies in emotional intelligence, actionable steps, clear communication, and a focus on dialogue rather than delivering a formulaic response. By incorporating empathy and real-time adjustments into their feedback, leaders can create the kind of culture where feedback, really is the gift it should be.

Reflective Practice – a practical guide and how to action

A Practical Guide to Reflective Practice for Leadership Development Using Gibbs’ Reflective Cycle

Reflective practice is your secret weapon when it comes to leadership development. It allows leaders to learn from experiences, adjust thinking and behaviours, and continuously improve their effectiveness.

Gibbs’ Reflective Cycle provides a structured framework for this process, making it one of the most powerful practices to master as a leader.

Graham Gibbs developed his “six-stage reflective model” (1988), which emphasises the process of turning reflections into actionable insights. Each stage encourages deep exploration of what happened, why it happened, and how to improve.

This practical guide will help you work through any situation where you might have experienced less than favourable results, and understand what changes you might want to take to ensure a better outcome. It promotes ownership and taking responsibility for your own behaviours and will help to shine a light on programmed behaviours which may now longer serve you when working with others.

Gibbs - Reflective cycle

Gibbs’ Reflective Cycle Template

Here is an template for you to use to get started using Gibbs’ Reflective Cycle. For each stage we’ve provided a template for the framework and also an example of how it might work in practice:

Stage 1: Description

In this stage, you describe the facts of the situation or experience that you want to reflect on. The goal is to capture the details without assigning judgment or bias at this stage.

Identify the experience: This could be a leadership challenge, a decision you made, a team conflict, or a project outcome.

Consider the following:

Leadership Example:
During a team meeting, a conflict arose between two team members about the direction of a project. As the leader, I tried to mediate, but the conversation escalated. The meeting ended without resolution, and team morale seemed low.

Stage 2: Feelings

Reflect on your internal experience, your emotional responses to the situation. Understanding your feelings is crucial because emotions often influence how leaders react and make decisions.

Reflect on your feelings during the event:

Be honest: It’s okay to acknowledge feelings of frustration, anxiety, confidence, or satisfaction, as these inform your behaviour. You can also begin to understand why these feelings might have been activated.

Leadership Example:
At the time, I felt frustrated and a bit powerless. I was also concerned about how the rest of the team perceived my handling of the situation. I wondered if they felt I lacked authority or the ability to resolve conflicts effectively.

Stage 3: Evaluation

Reflect on what went well and what didn’t. It’s important to take a balanced approach and acknowledge both the positive and negative aspects of the situation.

Identify successes:

Acknowledge mistakes:

Leadership Example:
On the positive side, I maintained my composure and ensured everyone had a chance to voice their opinions. However, I struggled to guide the conversation towards resolution. The conflict lingered, which affected team dynamics.

Stage 4: Analysis

Now you can analyse why things happened the way they did. Look for underlying causes, patterns, and dynamics that influenced the outcome.

Analyse causes:

Leverage frameworks:

Leadership Example:
The conflict escalated because I focused too much on being neutral rather than assertively steering the conversation towards a solution. My democratic leadership style worked in the past, but in this scenario, a more directive approach may have been necessary.

Stage 5: Conclusion

At this stage, take time to reflect on what you learned from the experience and consider how you might approach a similar situation differently in the future. It may sometimes help to explore these questions with a coach.

Lessons learnt:

Explore alternative approaches:

 Leadership Example:
In hindsight, I should have intervened earlier and more decisively. I could have proposed a compromise or set clear expectations for resolving the conflict. I also realized that I need to improve my skills in conflict resolution.

Stage 6: Action Plan

This final stage is about turning reflection into action. It’s about creating a plan for how you will apply your insights to future leadership challenges.

Develop a strategy:

Set goals:

Leadership Example:
Next time, I will adopt a more structured approach to conflict resolution, setting clear guidelines for discussions and stepping in earlier to mediate. I’ll also seek out training on managing difficult conversations to strengthen my skills in this area.

Gibbs Reflective Cycle Example

Here’s an example of how to integrate Gibbs’ model into your daily leadership practice:

  1. Set time for reflection: Regularly set aside time—whether daily, weekly, or after major events—for structured reflection using Gibbs’ cycle.
  2. Record your reflections in a journal: Writing down your reflections at each stage helps clarify your thinking and track your leadership growth over time.
  3. Solicit feedback: Ask for feedback from peers or mentors to gain different perspectives on your leadership. This can inform your reflection and action planning.
  4. Review and refine: Periodically review past reflections to identify recurring patterns or persistent challenges in your leadership. This will help you adjust and continuously improve.
  5. Practice self-awareness: Stay mindful of your emotions and thought patterns as you lead. This self-awareness is essential for meaningful reflection.

Benefits of a Reflective Model in Leadership Development

Enhanced Self-Awareness: By systematically reflecting on your actions, feelings, and outcomes, you develop a deeper understanding of your leadership strengths and areas for improvement.
Continuous Learning: The cycle encourages a mindset of lifelong learning, helping you evolve as a leader through every experience.
Improved Decision-Making: Reflecting on past decisions enables you to approach future situations with more clarity, confidence, and better judgment.
Increased Emotional Intelligence: By recognizing and analysing your emotions and those of others, you become more adept at managing interpersonal relationships and team dynamics.
Adaptive Leadership: The cycle helps you fine-tune your leadership style, making it more flexible and responsive to different challenges and contexts.

Reflecting on your own performance and outcomes is a critical part of improving leadership effectiveness; unlocking the power of reflection to cultivate resilience, insight, and adaptive leadership.

If you’d like to subscribe to receive regular practical coaching tips you can sign up to our Constant Coach series.

Reflective Practice With Gibbs’ Reflective Cycle

A Practical Guide to Reflective Practice for Leadership Development Using Gibbs’ Reflective Cycle

Reflective practice is your secret weapon when it comes to leadership development. It allows leaders to learn from experiences, adjust thinking and behaviours, and continuously improve their effectiveness.

Gibbs’ Reflective Cycle provides a structured framework for this process, making it one of the most powerful practices to master as a leader.

Graham Gibbs developed his “six-stage reflective model” (1988), which emphasises the process of turning reflections into actionable insights. Each stage encourages deep exploration of what happened, why it happened, and how to improve.

This practical guide will help you work through any situation where you might have experienced less than favourable results, and understand what changes you might want to take to ensure a better outcome. It promotes ownership and taking responsibility for your own behaviours and will help to shine a light on programmed behaviours which may now longer serve you when working with others.

Gibbs - Reflective cycle

Gibbs’ Reflective Cycle Template

Here is an template for you to use to get started using Gibbs’ Reflective Cycle. For each stage we’ve provided a template for the framework and also an example of how it might work in practice:

Stage 1: Description

In this stage, you describe the facts of the situation or experience that you want to reflect on. The goal is to capture the details without assigning judgment or bias at this stage.

Identify the experience: This could be a leadership challenge, a decision you made, a team conflict, or a project outcome.

Consider the following:

Leadership Example:
During a team meeting, a conflict arose between two team members about the direction of a project. As the leader, I tried to mediate, but the conversation escalated. The meeting ended without resolution, and team morale seemed low.

Stage 2: Feelings

Reflect on your internal experience, your emotional responses to the situation. Understanding your feelings is crucial because emotions often influence how leaders react and make decisions.

Reflect on your feelings during the event:

Be honest: It’s okay to acknowledge feelings of frustration, anxiety, confidence, or satisfaction, as these inform your behaviour. You can also begin to understand why these feelings might have been activated.

Leadership Example:
At the time, I felt frustrated and a bit powerless. I was also concerned about how the rest of the team perceived my handling of the situation. I wondered if they felt I lacked authority or the ability to resolve conflicts effectively.

Stage 3: Evaluation

Reflect on what went well and what didn’t. It’s important to take a balanced approach and acknowledge both the positive and negative aspects of the situation.

Identify successes:

Acknowledge mistakes:

Leadership Example:
On the positive side, I maintained my composure and ensured everyone had a chance to voice their opinions. However, I struggled to guide the conversation towards resolution. The conflict lingered, which affected team dynamics.

Stage 4: Analysis

Now you can analyse why things happened the way they did. Look for underlying causes, patterns, and dynamics that influenced the outcome.

Analyse causes:

Leverage frameworks:

Leadership Example:
The conflict escalated because I focused too much on being neutral rather than assertively steering the conversation towards a solution. My democratic leadership style worked in the past, but in this scenario, a more directive approach may have been necessary.

Stage 5: Conclusion

At this stage, take time to reflect on what you learned from the experience and consider how you might approach a similar situation differently in the future. It may sometimes help to explore these questions with a coach.

Lessons learnt:

Explore alternative approaches:

 Leadership Example:
In hindsight, I should have intervened earlier and more decisively. I could have proposed a compromise or set clear expectations for resolving the conflict. I also realized that I need to improve my skills in conflict resolution.

Stage 6: Action Plan

This final stage is about turning reflection into action. It’s about creating a plan for how you will apply your insights to future leadership challenges.

Develop a strategy:

Set goals:

Leadership Example:
Next time, I will adopt a more structured approach to conflict resolution, setting clear guidelines for discussions and stepping in earlier to mediate. I’ll also seek out training on managing difficult conversations to strengthen my skills in this area.

Gibbs Reflective Cycle Example

Here’s an example of how to integrate Gibbs’ model into your daily leadership practice:

  1. Set time for reflection: Regularly set aside time—whether daily, weekly, or after major events—for structured reflection using Gibbs’ cycle.
  2. Record your reflections in a journal: Writing down your reflections at each stage helps clarify your thinking and track your leadership growth over time.
  3. Solicit feedback: Ask for feedback from peers or mentors to gain different perspectives on your leadership. This can inform your reflection and action planning.
  4. Review and refine: Periodically review past reflections to identify recurring patterns or persistent challenges in your leadership. This will help you adjust and continuously improve.
  5. Practice self-awareness: Stay mindful of your emotions and thought patterns as you lead. This self-awareness is essential for meaningful reflection.

Benefits of a Reflective Model in Leadership Development

Enhanced Self-Awareness: By systematically reflecting on your actions, feelings, and outcomes, you develop a deeper understanding of your leadership strengths and areas for improvement.
Continuous Learning: The cycle encourages a mindset of lifelong learning, helping you evolve as a leader through every experience.
Improved Decision-Making: Reflecting on past decisions enables you to approach future situations with more clarity, confidence, and better judgment.
Increased Emotional Intelligence: By recognizing and analysing your emotions and those of others, you become more adept at managing interpersonal relationships and team dynamics.
Adaptive Leadership: The cycle helps you fine-tune your leadership style, making it more flexible and responsive to different challenges and contexts.

Reflecting on your own performance and outcomes is a critical part of improving leadership effectiveness; unlocking the power of reflection to cultivate resilience, insight, and adaptive leadership.

If you’d like to subscribe to receive regular practical coaching tips you can sign up to our Constant Coach series.

The Role of Emotion in Interpersonal Communication

In the previous article in this series, I discussed the difference between verbal and nonverbal communication and looked at how body language plays a vital part in the role of emotion in interpersonal communication. Emotions and communication are intrinsically linked. Your body language communicates energy, passion, reluctance, and a whole range of other emotions. I concluded with the need to gain greater understanding of the connection between emotional intelligence and nonverbal communication in order to use body language more effectively.

In this article I want to dig a little deeper, and gain a greater insight into the art of communicating effectively and the role of emotion in interpersonal communication.

Defining effective verbal and nonverbal communication

Believing that communication is the act of exchanging ideas is too narrow a definition. It is far more than this. Think about the way in which we communicate, how people talk, and the signals they provide. Communication is more than simple words: effective communication is a two-way exchange of information, emotions, and intentions.

Emotional awareness is crucial for recognising and interpreting the emotions of others, which enhances communication effectiveness. When you are able to communicate effectively, you will be able to form deeper relationships, build an alliance of teamwork, commit yourself and others more easily to responsibility, and increase your problem solving ability. To communicate effectively requires adept skills that include listening, assertiveness, nonverbal techniques, emotional intelligence, and the ability to manage stress.

Identifying the role of emotional intelligence in interpersonal communication

Emotion plays a large part in our ability to communicate effectively through emotional expressions. The best communicators use emotion in a positive manner, evidencing passion, drive, energy, trust, and calmness. However, this skill is one that needs to be learned: it is a natural human trait for our emotions to cloud our ability to communicate, giving away our feelings and disrupting our ability to communicate effectively.

Regulating emotional responses is essential for maintaining effective communication.

Emotions Wheel

Emotional Intelligence and Expression

Understanding the importance of emotional intelligence in communication

Emotional intelligence (EI) forms the foundation of effective communication. It includes understanding and managing emotions—both your own and others’. This skill is key to recognising emotions, grasping their causes and effects, and using this awareness to guide actions.

In communication, emotional intelligence is crucial for building relationships, resolving conflicts, and expressing emotions with clarity and respect. People with high EI skillfully navigate complex social situations, empathize with others, and communicate effectively. They stay attuned to how their emotions impact behavior, managing them constructively.

Emotional intelligence is essential for effective expression. High-EI individuals recognize and understand others’ emotions, using this insight to guide communication. They express emotions authentically, fostering trust and strengthening relationships. Conversely, low-EI individuals may struggle with emotional awareness and control, leading to conflicts and misunderstandings.

Nonverbal Communication

Exploring the role of nonverbal cues in emotion expression

Nonverbal communication powerfully expresses emotions, enabling individuals to convey feelings without words. Cues like body language, facial expressions, and tone of voice communicate emotions from joy and excitement to sorrow and anger.

Nonverbal cues convey emotions subtly and with nuance. For example, a gentle touch or warm smile can express affection, while a firm handshake or direct gaze signals confidence. Such signals often speak louder than words, adding deeper meaning to interactions.

Nonverbal cues are crucial for emotion regulation, helping individuals manage their own emotions and respond to others’. Deep breathing or relaxation can calm oneself, while a soothing voice or gentle touch can comfort others. Mastering nonverbal communication enhances emotional expression and regulation, leading to more meaningful interactions.

The Impact of Positive Emotions

Benefits of positive emotions in enhancing communication

emotional intelligence EQI

Positive emotions like happiness, excitement, and gratitude enhance communication by building trust, strengthening relationships, and improving skills. Research shows that these emotions boost social connection, sharpen communication abilities, and even benefit physical health.

Positive emotions foster clear and respectful expression. A warm smile or gentle touch shows affection, while a firm handshake or direct gaze signals confidence. Such expressions create a welcoming, open environment for communication.

Positive emotions are vital for emotion regulation, helping individuals manage their own feelings and respond to others’. Techniques like positive self-talk and visualisation calm oneself, while a soothing voice or gentle touch comforts others. Harnessing positive emotions enhances communication, builds stronger relationships, and fosters a productive environment.

Stress: the devil that destroys effective communication

The major road block in establishing and continuing effective communication is stress, which often leads to negative emotions. This may be caused by a number of factors – some work related, others of a more personal nature – but whatever the cause, surrender to stress results in a lessened ability to listen and read other people as well as an increased likelihood of giving out false signals.

When poor communication is stress-led, all parties can degenerate to knee-jerk reaction. An emotionally intelligent person is better able to manage their stress and reactions as well as the reactions of others.

Everyday exercises to help manage stress

When considering the role of emotion in interpersonal communication, stress management is one of the top strategies to adopt. When you are able to manage stress in a variety of situations, not only will you communicate more effectively but you will earn the reputation of being a calm and fast-thinker, and able decision maker.

If you realize that you are becoming stressed, here are a few everyday exercises to help you manage stress levels and communicate in a calmer, more effective manner:

4 steps to remain stress free and communicate more effectively

  1. Take a moment to breath
    Don’t rush to respond. Take a second or two to breathe, gather thoughts, and process information received. Don’t think it negative to ask for clarification of a question or previous statement – this gives you time to think about how to answer.
  2. Communicate one point at a time
    Listeners have a limited time-frame of concentration. It is better to communicate one point at a time, use examples to clarify your position, and allow the other person a chance to respond accordingly. This gives you a chance to consider reaction, while drawing the correspondent into a more meaningful exchange, building mutual trust and respect.
  3. Use body language effectively
    Think about your body language as you speak. Maintain eye contact, speak in an even tone, and speak clearly and concisely. Choose words carefully, relax, and open yourself to the communication exchange.
  4. It helps to clarify your position
    Having spoken, summarize your position and what you have said. Then allow the other correspondent to talk. Even if there is silence, don’t feel the need to continue.

In later articles, I’ll explore further communication techniques as we build out the foundations of the deeper emotional intelligence that will empower the effectiveness of your communication capabilities.

Contact Primeast today to discover how an Emotional Intelligence course will develop and embed effective personal skills in the workplace, for leaders, managers, and employees.

The Role of Emotion in Interpersonal Communication

In the previous article in this series, I discussed the difference between verbal and nonverbal communication and looked at how body language plays a vital part in the role of emotion in interpersonal communication. Emotions and communication are intrinsically linked. Your body language communicates energy, passion, reluctance, and a whole range of other emotions. I concluded with the need to gain greater understanding of the connection between emotional intelligence and nonverbal communication in order to use body language more effectively.

In this article I want to dig a little deeper, and gain a greater insight into the art of communicating effectively and the role of emotion in interpersonal communication.

Defining effective verbal and nonverbal communication

Believing that communication is the act of exchanging ideas is too narrow a definition. It is far more than this. Think about the way in which we communicate, how people talk, and the signals they provide. Communication is more than simple words: effective communication is a two-way exchange of information, emotions, and intentions.

Emotional awareness is crucial for recognising and interpreting the emotions of others, which enhances communication effectiveness. When you are able to communicate effectively, you will be able to form deeper relationships, build an alliance of teamwork, commit yourself and others more easily to responsibility, and increase your problem solving ability. To communicate effectively requires adept skills that include listening, assertiveness, nonverbal techniques, emotional intelligence, and the ability to manage stress.

 

Identifying the role of emotional intelligence in interpersonal communication

Emotion plays a large part in our ability to communicate effectively through emotional expressions. The best communicators use emotion in a positive manner, evidencing passion, drive, energy, trust, and calmness. However, this skill is one that needs to be learned: it is a natural human trait for our emotions to cloud our ability to communicate, giving away our feelings and disrupting our ability to communicate effectively.

Regulating emotional responses is essential for maintaining effective communication.

Emotions Wheel

Emotional Intelligence and Expression

Understanding the importance of emotional intelligence in communication

Emotional intelligence (EI) forms the foundation of effective communication. It includes understanding and managing emotions—both your own and others’. This skill is key to recognising emotions, grasping their causes and effects, and using this awareness to guide actions.

In communication, emotional intelligence is crucial for building relationships, resolving conflicts, and expressing emotions with clarity and respect. People with high EI skillfully navigate complex social situations, empathise with others, and communicate effectively. They stay attuned to how their emotions impact behaviour, managing them constructively.

Emotional intelligence is essential for effective expression. High-EI individuals recognise and understand others’ emotions, using this insight to guide communication. They express emotions authentically, fostering trust and strengthening relationships. Conversely, low-EI individuals may struggle with emotional awareness and control, leading to conflicts and misunderstandings.

Nonverbal Communication

Exploring the role of nonverbal cues in emotion expression

Nonverbal communication powerfully expresses emotions, enabling individuals to convey feelings without words. Cues like body language, facial expressions, and tone of voice communicate emotions from joy and excitement to sorrow and anger.

Nonverbal cues convey emotions subtly and with nuance. For example, a gentle touch or warm smile can express affection, while a firm handshake or direct gaze signals confidence. Such signals often speak louder than words, adding deeper meaning to interactions.

Nonverbal cues are crucial for emotion regulation, helping individuals manage their own emotions and respond to others’. Deep breathing or relaxation can calm oneself, while a soothing voice or gentle touch can comfort others. Mastering nonverbal communication enhances emotional expression and regulation, leading to more meaningful interactions.

The Impact of Positive Emotions

Benefits of positive emotions in enhancing communication

emotional intelligence EQI

Positive emotions like happiness, excitement, and gratitude enhance communication by building trust, strengthening relationships, and improving skills. Research shows that these emotions boost social connection, sharpen communication abilities, and even benefit physical health.

Positive emotions foster clear and respectful expression. A warm smile or gentle touch shows affection, while a firm handshake or direct gaze signals confidence. Such expressions create a welcoming, open environment for communication.

Positive emotions are vital for emotion regulation, helping individuals manage their own feelings and respond to others’. Techniques like positive self-talk and visualisation calm oneself, while a soothing voice or gentle touch comforts others. Harnessing positive emotions enhances communication, builds stronger relationships, and fosters a productive environment.

Stress: the devil that destroys effective communication

The major road block in establishing and continuing effective communication is stress, which often leads to negative emotions. This may be caused by a number of factors – some work related, others of a more personal nature – but whatever the cause, surrender to stress results in a lessened ability to listen and read other people as well as an increased likelihood of giving out false signals.

When poor communication is stress-led, all parties can degenerate to knee-jerk reaction. An emotionally intelligent person is better able to manage their stress and reactions as well as the reactions of others.

Everyday exercises to help manage stress

When considering the role of emotion in interpersonal communication, stress management is one of the top strategies to adopt. When you are able to manage stress in a variety of situations, not only will you communicate more effectively but you will earn the reputation of being a calm and fast-thinker, and able decision maker.

If you realise that you are becoming stressed, here are a few everyday exercises to help you manage stress levels and communicate in a calmer, more effective manner:

4 steps to remain stress free and communicate more effectively

  1. Take a moment to breath
    Don’t rush to respond. Take a second or two to breathe, gather thoughts, and process information received. Don’t think it negative to ask for clarification of a question or previous statement – this gives you time to think about how to answer.
  2. Communicate one point at a time
    Listeners have a limited time-frame of concentration. It is better to communicate one point at a time, use examples to clarify your position, and allow the other person a chance to respond accordingly. This gives you a chance to consider reaction, while drawing the correspondent into a more meaningful exchange, building mutual trust and respect.
  3. Use body language effectively
    Think about your body language as you speak. Maintain eye contact, speak in an even tone, and speak clearly and concisely. Choose words carefully, relax, and open yourself to the communication exchange.
  4. It helps to clarify your position
    Having spoken, summarise your position and what you have said. Then allow the other correspondent to talk. Even if there is silence, don’t feel the need to continue.

In later articles, I’ll explore further communication techniques as we build out the foundations of the deeper emotional intelligence that will empower the effectiveness of your communication capabilities.

Contact Primeast today to discover how an Emotional Intelligence course will develop and embed effective personal skills in the workplace, for leaders, managers, and employees.

An Overplayed Strength can become a Weakness

Three commonly overplayed approaches that might just be holding you back

In their seminal article in June 2009 Harvard Business Review, Jack Zenger and Joseph Folkman discussed their research into what they considered to be “Ten Fatal Flaws That Derail Leaders”. Their findings read like a menu of dysfunction and they summarise the article saying that a leader and their stakeholders often see that leader differently. The leader’s intention of how they will create impact manifests itself to those around them as something quite different.

Intent and impact

This last point is critical and is linked closely to much of the work Primeast has been doing over the last 30 years in the field of adult development. Through our own work developing leaders in arduous environments, to more recent interactions with thought leaders such as Bob Anderson, Bill Adams, Jennifer Garvey-Berger and Otto Scharmer, it’s apparent that there is frequently dissonance between an individual’s intent and their actual impact.

For leaders this is important as, no matter how laudable our intentions, it is how others experience them day in, day out that matters. Often the strategies and approaches you choose will have a positive effect, which encourages you to use them more frequently.

However, if you become too reliant on them, they begin to lead you. If left unchecked, they can lead you into potential danger.

Three strategies or approaches that are risk areas for leaders

Being a Strong Hand on the Wheel

Where it adds value for a leader – At its best this approach allows you to set high standards and strive for continuous improvement in a wide range of situations. Your willingness to take charge and speak your mind, if you believe things are even slightly out of control, can often make you influential too. You can deliver positive results.

How overreliance could hold you back – It can also encourage you to be overly aggressive and show little interest in others’ opinions. Potentially you feel that by accepting their view, you are somehow weakened and you’d be less ‘in control’. Often there is a strong urge to compete. seeing things as a zero-sum, win/lose game where demanding unreasonably high standards of yourself, and others, is an attempt to control that game. Burnout beckons.

Leveraging your Intellect & Knowledge

Where it adds value for a leader – At its best this approach enables you to be objective and enhances your ability to consider wider perspectives or ways of doing things. It can help you with cutting through complexity and identifying root cause to solve problems. It provides opportunities to use your wisdom, perhaps drawn from high levels of expertise and knowledge, or an affinity with a particular school of thought.

How overreliance could hold you back – At the core of this characteristic is the need for you to ‘protect’ yourself through your superior knowledge, critical thinking and knowing the ‘right’ answer. It may often lead you to judge others harshly in a cold, aloof, distanced way, leaving them feeling unvalued and under supported.

Being part of the Gang

Where it adds value for a leader – At its best this approach allows you to sense others’ needs and emotions; and to be responsive to them. You show up as a loyal, reliable colleague who is easy to get along with and who values the various rituals of your relationships. You are a nice person and a good contributor to team.

How overreliance could hold you back – You can become subsumed by the group or those around you, as your primary driver is to fit in. Acting this way can lead you into denying your own independence, aspirations and freedom of expression. You may be plagued by self-doubt and be overly cautious in your decision-making for fear of what others might do or say about you. You can often come across as non-assertive or passive too.

Recognise any of this in yourself, or your peers? Do not panic! Primeast works with leaders at all levels to understand their inner operating system and improve their impact.

If you are interested in transforming your leadership capability, talk to us about our Leadership Circle™ Impact Programme. We have a number of accredited Leadership Circle Profile™ facilitators around the world who work with individuals and groups of leaders to uncover insights and opportunities to sharpen skills and improve leadership behaviors.

You can email Russell Evans here or call +44 (0) 1423 531083.

Further reading: ‘The 5 Creative Competencies you need to Succeed’ and ’10 Critical Soft Skills Needed for Developing Leaders’

Visit our Prime Leadership and Scaling Talent pages for how Primeast can support you and your organization to create outstanding leaders who are equipped to successfully lead organizations where people can thrive.

Emotional Intelligence in the Pharma Industry

Emotional intelligence has an important role to play in business. It enables individuals to better read, understand and contextualise the actions of others, both in terms of personal relationships and the wider organization.

It helps individuals to understand the impact of their own actions and choose the most effective response. However, in highly regulated industries, emotional intelligence and other ‘soft skills’ are often overlooked. This is because the intense focus on results means that leaders often ignore the ‘how’ part of the journey.

The pharmaceutical industry is one example where emotional intelligence can be better developed to improve individual, team and project performance.

Understanding emotional intelligence

The definition of emotional intelligence has evolved over the years but now the general understanding of the concept is that it refers to how people process and respond to emotional information. John D Mayer and David Caruso explained in ‘The effective leader: Understanding and applying emotional intelligence’ that it encompasses how people comprehend and use emotional information about social relationships.

“The terms-emotion and intelligence have specific, generally agreed upon scientific meanings that indicate the possible ways they can be used together,” Mayer and Caruso wrote. “Emotions such as happiness, sadness, anger, and fear refer to feelings that signal information about relationships. For example, happiness signals harmonious relationships, whereas fear signals being threatened. Intelligence refers to the capacity to carry out abstract reasoning, recognize patterns, and compare and contrast. Emotional intelligence, then, refers to the capacity to understand and explain emotions, on the one hand, and of emotions to enhance thought, on the other.”

In his book ‘Emotional intelligence’, David Goleman claims emotional intelligence is the ability to be aware of emotions and regulate them. He says ‘personal competence’ is being aware and regulating one’s own emotions, while ‘social competence’ is awareness and regulation of the emotions of others – skills that have clear applications for leaders.

So what does this mean for the workplace?

Ultimately if all stakeholders can properly understand, process and regulate emotional information they are better placed to understand colleagues and respond in an appropriate and constructive way. In an article for the Harvard Business Review, entitled ‘Building the emotional intelligence of groups’, Vanessa Urch Druskat and Steven B Wolff explained that this is crucial for the successful formation of teams that can perform. They claim that a team needs to create emotionally intelligent norms in order to be effective. This refers to the attitudes and behaviors that become habits. These norms have to help build trust, group identity and performance. Druskat and Wolff say this will result in complete engagement with tasks.

The opportunities for developing Emotional intelligence in Pharma

Research suggests that many pharmaceutical companies may be lacking when it comes to emotional intelligence. The Center for Creative Leadership found in ‘The leadership challenge in the pharmaceutical sector’ report that pharma leaders were rated lowest by their employees when it came to confronting problem members of staff. What’s more, leading employees were given the second lowest score.

These problems often occur when professionals are directive in their style and unable to read situations in order to flex their style to meet the situation or communicate and respond in the right way. This impacts upon teams and can prevent them performing due to a lack of alignment with purpose and distrust of stakeholders.

To turn this around, pharmaceutical companies need to work on developing a full range of leadership skills utilising the benefits of emotional intelligence. Part of this is done during the formation of teams, as this is where individuals get to know each other and establish accepted behaviors.

Pay attention to how teams form from the beginning, or when there is a change

At Primeast we recognize the four key stages to creating a team, as identified by Bruce Tuckman, researcher in organizational behavior and leader in the theory of group dynamics: forming, storming, norming and performing.

Forming allows team members to learn what they need from each other and establish the rules of engagement. It is in this stage that emotional intelligence can really come into its own. Team members should be encouraged to communicate and learn how other’s work. Being vulnerable and admitting weaknesses straight from the off will help to build trust.

We can then test boundaries during the storming stage, where a team member pushes the limits of what is and what is not allowed. By embracing conflict during this phase, individuals can learn how best to respond to certain situations and what not to do to avoid certain emotions and conflict.

If these stages have been done properly, teams can norm – fit into a normal way of working – and then perform – where the team has a clear shared vision and sense of teamwork to get on with the job and excel at what they do.

By supporting the development of emotional intelligence in this way, all organizations – not just in the pharmaceutical sector – are able to build better teams and more effective leaders. That’s a win-win situation for everyone.

If you would like to find out more about how Primeast could support your organization, email [email protected] to arrange a call with one of our consultants. To find out more about Primeast global services visit our ‘What we do’ pages here.

Stages of Adult Development

I recently interviewed my colleague, Gary Edwards, a Primeast founding director and Client Partner with 30 years experience designing and running development programs around the world. I wanted to share his thoughts on the stages of adult development as described by many thought leaders, including Robert Kegan and Jennifer Garvey Berger as shown below.

Stages of Adult Development

Stage 1: Impulsive mind – early childhood

Stage 2: Imperial mind – adolescence, 6% of adult population

Stage 3: Socialised mind – 58% of the adult population

Stage 4: Self-Authoring mind – 35% of the adult population

Stage 5: Self-Transforming mind – 1% of the adult population

Robert Kegan & Lisa Lahey – Immunity to Change

I want to focus on some of the thoughts triggered by our conversation – especially with regard to the practical implications for Purposeful Leadership. I started by asking Gary to share his own life experiences that may have contributed to profound personal development.

He talked about travel, adventure, being involved in expeditions with Operation Raleigh, his involvement as a scout leader, a rugby coach and working with big corporates around the world as a Primeast facilitator. It is clear these experiences with people from different backgrounds, cultures and sectors gave Gary a broad outlook on the world.

Experiences drive our purpose

Totally unprompted, Gary explained that this context contributed in no small way to his personal purpose of “helping people expand their skills and self-confidence in order to make a bigger difference”. Anyone working closely with Gary, as I have for about twenty years, would witness this playing out in all aspects of his life – at work, at home and in the community.

Higher doesn’t always mean better

Gary explained the difference between progressing through the stages in adult development (or mindset) often described as “vertical development” and the accumulation of new skills, “horizontal development” but he also cautions on thinking that in “vertical development” higher is in any way better.

We develop according to our context and the needs of the moment. He also affirms the importance of self-reflection to appraise where we are on our journey and how we are responding to life’s challenges. This is one of the key features of progressing beyond the socialised mind – Stage 3.

As we move to self-authoring, we develop the ability to examine ourselves objectively and change in order to be more effective and more resilient – as opposed to just going with the flow of society. We are also no longer at the mercy of past ‘programming’ and the scripts we inherited from our ancestors.

In self-transforming – Stage 5 – we are also choosing how we see our world and our place, alongside others, in its evolution. Gary’s personal journey has clearly supported his ability to do this.

Who we think we are and how we see our world

My hypothesis for Purposeful Leadership is that our purpose comes from the energetic reaction between who we think we are and how we choose to see the world. And progression through the stages of adult development is a great facilitator of purposeful leadership, giving us choice regarding our contribution as part of humanity – and our ability to take others on the journey with us.

Reactive and Creative leadership

There is a further link to the work of Bob Anderson and Bill Adams as documented in their wonderful book “Scaling Leadership”. In explaining how leaders can develop the capacity to lead “at scale”, Anderson and Adams draw a fundamental distinction between “reactive” and “creative” leadership. As the label suggests, creative leadership is more about considered behavior and less about being impulsive. See The 5 creative competencies you need to succeed.

I like the way Otto Scharmer describes the sort of listening required for transformational leadership. He uses the term “generative” listening – being open to new ideas, the feelings of others and conscious of a wider system, within which a new future is emerging.

Anderson and Adams have usefully given us a method for measuring a leader’s creative capability and mapping against their reactive tendencies. The method is well researched, taking account of the thought leaders previously mentioned.

Creative leadership is proven to correlate to improved leadership performance and is a key methodology in Primeast’s Prime Leadership development portfolio .

With all the above in mind, I invite you to be inspired by Gary’s narrative which you can watch here. I personally found it helpful to listen a second time and then to pause for personal reflection.

Personal reflection

I found myself asking, and answering, the following questions and invite you to do the same:

  1. What are the personal experiences that provided the greatest growth for you?
  2. To what extent was each one purposefully chosen by you or simply a quirk of fate?
  3. How did these experiences affect your world view?
  4. How did these experiences affect your sense of who you are?
  5. Considering your sense of who you are today and how you now see the world, what personal purpose(s) emerge for you?
  6. What plans do you have to create further opportunities for your personal development?

As a leader, make a list of some of the key people you lead. How can you create, facilitate or encourage opportunities for their growth?

First published by Clive on LinkedIn in Nov 2020.

Further resources

For anyone new to the concept of adult development as expressed by these thought leaders, you may enjoy this podcast from Robert Kegan: The Five Stages of Adult Development and Why You Probably Aren’t at Stage 5.

Jennifer Garvey Berger’s video Adult Development Map.

For resources to share, read Understanding your Purpose and Why it Matters by Sarah Cave.

You can go straight into our virtual workshop Understanding your Purpose, to start your journey of self-discovery.

Start with a short Leadership Challenge Assessment.

Begin a conversation about your leadership development or development opportunities for your organization, you can email Clive Wilson here. Or call us on +44 (0) 1423 531083.

Creating a Narrative That Resonates

7 steps to ensure storytelling inspires your organization to achieve its potential

As we’ve established in previous articles, and as is apparent within market-leading organizations around the world, leaders cannot simply order their people to be innovative, or motivated, or to love their jobs. Instead, the new leadership imperative is to embody an influencing style to engage employees. In this context, organizations are learning how creating a narrative that resonates inspires, sets the vision, defines corporate culture, and encourages progress toward collective goals.

To unlock this potential, leaders must develop narrative skills. It’s not a competency that is included in the standard management degree.

In this article, you’ll learn how organizations and leaders can engage and influence their people by using storytelling.

Storytelling card

Why does storytelling work as a leadership technique?

People respond to telling stories, provided it is executed effectively. Creating engaging narratives is an essential aid to overcome every leadership challenge. For example:

What makes a good narrative?

A narrative doesn’t just happen. It must be considered, shaped and refined before it can be used effectively. A story must be relevant to the intended audience, and:

Creating tension within the rising action of a narrative arc is crucial for enhancing excitement and engagement.

Effective narratives will answer the questions of why, what, and how. Why are we here? What is our potential? How can we reach that potential?

employee engagement

The Power of Strategic Narrative

A strategic narrative has the power to transform a brand, organization, or individual by creating a compelling story that resonates deeply with its audience. By crafting a narrative that is authentic, engaging, and relevant, a brand can establish a strong emotional connection with its customers, employees, and stakeholders. This emotional connection is crucial as it fosters loyalty and advocacy, making people feel a part of something bigger.

A well-crafted strategic narrative can also help to differentiate a brand from its competitors. In a crowded marketplace, a unique and compelling story can set a brand apart, creating a sense of purpose and direction that drives business results. A strategic narrative can create a sense of urgency and momentum, motivating people to take action and work towards a common goal. By telling a story that is both inspiring and authentic, a brand can build a sense of belonging and community, which is essential for long-term success.

Structuring a Narrative

Structuring a narrative is a critical component of creating a compelling story. A well-structured narrative typically includes a beginning, middle, and end, and is often driven by a central conflict or challenge. This structure helps to create a coherent and engaging story that keeps the audience interested from start to finish.

The narrative structure should include a clear inciting incident that sets the story in motion, followed by rising action that builds tension and leads to the climax. The climax is the turning point of the story, where the central conflict reaches its peak. Finally, the resolution ties up the loose ends and provides a satisfying conclusion.

A good narrative structure should also include a clear character arc, which shows how the main character changes and grows over the course of the story. This can be achieved through character development, which involves creating a rich and nuanced character that audiences can relate to and root for. By focusing on the character arc and development, you can create a story that is not only compelling but also emotionally resonant.

Developing narrative skills to navigate storytelling roadblocks

There are two major roadblocks that stand in the way of leadership narratives. The first is having no stories to tell, and the second is not having the ability to tell them effectively. Utilising a narrative framework can help leaders structure their storytelling process effectively.

The following seven steps will help leaders to develop the narrative skills they require to tell effective stories and inspire their people to greatness.

1.    Gather stories

Listen for stories, observe situations, and pay attention to everything around you. Write down those events that can be used to teach.

2.    Set the story with context

Before telling your story, consider why the listener needs to hear it. What lesson do you want to impart, and how will it achieve that aim?

3.    Use the power of analogies

Explain the story or components of it by comparing to the current situation to clarify how it relates.

4.  Make a story resonate by creating an emotional connection

People make decisions based mostly on emotion, only rationalizing that decision later. Stories appeal to listeners when they appeal to their emotional side.

5.    Make your story specific and brief

Don’t wander off the beaten track, adding subplots, inventing characters, etc. Keep it specific and to the point, and no longer than three or four minutes. This makes it more interesting and easier to remember.

6.    Trigger continued interest with surprise

A surprise or two along the way makes a story more memorable.

7.    Create a participative narrative

Use storytelling to encourage the building of experience. Is there a way in which you can shape your story into a coaching event, encouraging participation and learning by experience?

Creating a Narrative Strategy

Creating a narrative strategy involves developing a clear and compelling story that aligns with a brand’s goals and objectives. This process starts with identifying the key elements of the narrative, including the main character, central conflict, and narrative structure. By defining these elements, you can create a cohesive and engaging story that resonates with your audience.

A narrative strategy should also take into account the audience and the channels through which the story will be told. Understanding the audience’s needs, desires, and pain points is crucial for crafting a story that resonates with them. This involves conducting research and gathering insights to ensure that the narrative is relevant and engaging.

A good narrative strategy should also be flexible and adaptable, allowing for adjustments and changes as the story evolves. This involves being open to feedback and willing to make changes to the narrative as needed. By creating a narrative strategy that is authentic, engaging, and relevant, a brand can create a compelling story that drives business results and establishes a strong emotional connection with its audience.

Lead your organization by leading its narrative

Some of the most successful companies in the world are actively coaching their leaders to inspire through storytelling. Microsoft have sent executives on to lectures about storytelling. Kimberly-Clark has a storytelling process which they impart to their leaders in a two-day seminar. 3M insist that presentations and business plans are made with ‘strategic narratives’. Increasingly, organizations are using external expertise to tutor executives and leaders in the art of storytelling.

Understanding the status quo of the organization is crucial for setting the groundwork for an effective narrative.

A good story will resonate with your people, and become retold time and again. Eventually, these stories define corporate culture, beliefs, and values. The wrong stories, or the right stories narrated poorly, could damage an organization. Contact Primeast today and take the first step to ensuring that the stories you want to be told – those that engage your people and inspire them to reach their full potential – are the ones that are told.

Leadership Theories & Styles That Employees Will Respond To

recent study by research groups Barna and Leadercast found that only 1 in every five workers thinks their boss is a good leader. A massive 40% of workers think their boss is bad, and the remaining 40% think they have an average boss at best. Complaints that are voiced most commonly about leadership include a lack of vision and a leadership style that is over-controlling and manipulative. A third of workers say that poor leadership is the main factor of stress at work.

Leadership theories and styles vary widely, and understanding different leadership theories can help organizations improve their leadership approaches. Poor leadership leads directly to a disgruntled workforce, decreasing productivity, and higher costs as staff turnover skyrockets. When considering business strategy, leadership theories and styles should be high on the list of things that an organization must get right. But how do these shape up in your organization today, and how would your leaders and employees benefit from a different approach?

Understanding Leadership Theory

Leadership theory is a concept that has been studied extensively over the years. It refers to the various schools of thought that attempt to explain how and why certain individuals become leaders. These theories emphasize the traits and behaviors that individuals can adopt to boost their own leadership abilities. Understanding leadership theory is essential for developing leadership skills and improving leadership effectiveness.

There are several major leadership theories, each with its own strengths and weaknesses. Some of the most popular leadership theories include the Great Man Theory, Trait Theory, Behavioral Leadership Theory, Contingency Theory, and Transformational Leadership. Each of these theories provides a unique perspective on leadership and can be applied in different contexts.

Effective leadership is critical for achieving success in various fields, including business, politics, and community development. Leaders who understand and apply leadership theory are better equipped to inspire and motivate others, make informed decisions, and develop strategies that drive results.

Leadership Circle Self Assessment

The natural leader: Trait Theory

The first theory is that leaders are born and not made. This leadership theory has its foundations in history, when aristocracy were the natural leaders of people. Formal leadership theories have emerged to systematically categorize and understand the characteristics and behaviors of effective leaders. Often these led by either fear or motivational style, but certainly because of the greater education and knowledge of the leader.

There may be some truth in the fact that natural leaders appear when the chips are down, but natural leaders from ancient religious figures to Churchill, Eisenhower, and JFK all benefited from a higher level of understanding and access to information than those they led.

Leadership by participation: Leadership Style

Those who lead by participation involve others in the process of decision making. This will include peers, subordinates, superiors, and stakeholders. Highest levels of participation occur when all decisions are made by the team. However, the leader may first sell his or her ideas to team members or describe objectives and encourage the discovery of solutions.

This approach focuses on how leaders behave in collaborative settings, encouraging participation and shared decision-making. This approach helps the leader to empower his or her people, embedding commitment and encouraging a more collaborative workplace.

great leadership

Leadership by reward/punishment

Among theories and styles of leadership, this is perhaps one of the most controversial. The premise is that people are motivated to perform either by reward for good performance or punishment for bad. This is most akin to authoritative style leadership, in which people understand the chain of command and react to orders handed to them. This transactional leadership style gives the manager full control, and is most commonly portrayed by managers rather than leaders.

Motivational Leadership: Transformational Leadership

Leadership by motivation, also called transformational leadership, is seen when the leader inspires people to follow. This requires vision and passion, with the leader’s own enthusiasm and energy reflected by that of his or her people. This type of leader cares about the people for whom he or she has responsibility, and is a constant advocate of the future vision. He or she is likely to be a good negotiator and benefit from high emotional intelligence.

Motivational leadership requires the leader to be highly visible, empathetic, committed, and visionary. Motivational leadership is often linked to leadership success, as it inspires and energizes teams to achieve their goals. Their concerns are balanced between the wellbeing of their people and the progress of the project. However, motivational leaders thrive on challenge and so, for this type of leader, frustration will set in when working at an organization that wishes to remain unchanged.

Contingency leadership: Contingency Leadership Theory

The last of these five leadership theories and styles is one of the most difficult to execute effectively. Contingency theories highlight the importance of adapting leadership styles to the specific needs of the situation, considering factors such as team abilities, organizational needs, and project demands. The leader takes into consideration the abilities of his or her people, the needs of the organization, the demands of the project, and his or her own leadership capabilities. For example, projects that are severely time constricted may require a more controlling approach whereas projects of a more technical nature may require a more participative style.

Applying Leadership Theories in the Workplace

Leadership theories can be applied in various ways in the workplace. One of the most effective ways to apply leadership theory is to identify the leadership style that best fits the situation. For example, a leader may use a transactional leadership style in a mature organization with clearly defined structure and goals, but switch to a transformational leadership style in a situation where the organization needs to undergo significant change.

Another way to apply leadership theory is to develop leadership skills through training and development programs. These programs can help leaders learn new skills and behavirs that are essential for effective leadership. For example, a leader may participate in a training program that focuses on developing emotional intelligence, communication skills, and strategic thinking.

Leadership theories can also be applied in team management. For example, a leader may use a contingency leadership theory to assess the needs of the team and adjust their leadership style accordingly. This can help to improve team performance, motivation, and job satisfaction.

collaborative leadership

Leadership Development and Training

Leadership development and training are critical for improving leadership effectiveness. There are several ways to develop leadership skills, including formal training programs, mentoring, coaching, and self-directed learning.

Formal training programs can provide leaders with the knowledge and skills they need to succeed. These programs can cover topics such as leadership theory, communication skills, strategic thinking, and emotional intelligence.

Mentoring and coaching can also be effective ways to develop leadership skills. A mentor or coach can provide guidance, support, and feedback to help leaders develop their skills and achieve their goals.

Self-directed learning is another way to develop leadership skills. Leaders can read books, articles, and online resources to learn new skills and stay up-to-date with the latest leadership trends and best practices.

Overall, leadership development and training are essential for improving leadership effectiveness and achieving success in various fields. By applying leadership theory and developing leadership skills, leaders can inspire and motivate others, make informed decisions, and drive results.

Contact Primeast today, and we’ll help your leaders realize their true potential by applying appropriate leadership theories and styles.

Leadership Theories & Styles That Employees Will Respond To

recent study by research groups Barna and Leadercast found that only 1 in every five workers thinks their boss is a good leader. A massive 40% of workers think their boss is bad, and the remaining 40% think they have an average boss at best. Complaints that are voiced most commonly about leadership include a lack of vision and a leadership style that is over-controlling and manipulative. A third of workers say that poor leadership is the main factor of stress at work.

Leadership theories and styles vary widely, and understanding different leadership theories can help organisations improve their leadership approaches. Poor leadership leads directly to a disgruntled workforce, decreasing productivity, and higher costs as staff turnover skyrockets. When considering business strategy, leadership theories and styles should be high on the list of things that an organisation must get right. But how do these shape up in your organisation today, and how would your leaders and employees benefit from a different approach?

Understanding Leadership Theory

Leadership theory is a concept that has been studied extensively over the years. It refers to the various schools of thought that attempt to explain how and why certain individuals become leaders. These theories emphasise the traits and behaviors that individuals can adopt to boost their own leadership abilities. Understanding leadership theory is essential for developing leadership skills and improving leadership effectiveness.

There are several major leadership theories, each with its own strengths and weaknesses. Some of the most popular leadership theories include the Great Man Theory, Trait Theory, Behavioral Leadership Theory, Contingency Theory, and Transformational Leadership. Each of these theories provides a unique perspective on leadership and can be applied in different contexts.

Effective leadership is critical for achieving success in various fields, including business, politics, and community development. Leaders who understand and apply leadership theory are better equipped to inspire and motivate others, make informed decisions, and develop strategies that drive results.

Leadership Circle Self Assessment

The natural leader: Trait Theory

The first theory is that leaders are born and not made. This leadership theory has its foundations in history, when aristocracy were the natural leaders of people. Formal leadership theories have emerged to systematically categorise and understand the characteristics and behaviours of effective leaders. Often these led by either fear or motivational style, but certainly because of the greater education and knowledge of the leader.

There may be some truth in the fact that natural leaders appear when the chips are down, but natural leaders from ancient religious figures to Churchill, Eisenhower, and JFK all benefited from a higher level of understanding and access to information than those they led.

Leadership by participation: Leadership Style

Those who lead by participation involve others in the process of decision making. This will include peers, subordinates, superiors, and stakeholders. Highest levels of participation occur when all decisions are made by the team. However, the leader may first sell his or her ideas to team members or describe objectives and encourage the discovery of solutions.

This approach focuses on how leaders behave in collaborative settings, encouraging participation and shared decision-making. This approach helps the leader to empower his or her people, embedding commitment and encouraging a more collaborative workplace.

great leadership

Leadership by reward/punishment

Among theories and styles of leadership, this is perhaps one of the most controversial. The premise is that people are motivated to perform either by reward for good performance or punishment for bad. This is most akin to authoritative style leadership, in which people understand the chain of command and react to orders handed to them. This transactional leadership style gives the manager full control, and is most commonly portrayed by managers rather than leaders.

Motivational Leadership: Transformational Leadership

Leadership by motivation, also called transformational leadership, is seen when the leader inspires people to follow. This requires vision and passion, with the leader’s own enthusiasm and energy reflected by that of his or her people. This type of leader cares about the people for whom he or she has responsibility, and is a constant advocate of the future vision. He or she is likely to be a good negotiator and benefit from high emotional intelligence.

Motivational leadership requires the leader to be highly visible, empathetic, committed, and visionary. Motivational leadership is often linked to leadership success, as it inspires and energises teams to achieve their goals. Their concerns are balanced between the wellbeing of their people and the progress of the project. However, motivational leaders thrive on challenge and so, for this type of leader, frustration will set in when working at an organisation that wishes to remain unchanged.

Contingency leadership: Contingency Leadership Theory

The last of these five leadership theories and styles is one of the most difficult to execute effectively. Contingency theories highlight the importance of adapting leadership styles to the specific needs of the situation, considering factors such as team abilities, organisational needs, and project demands. The leader takes into consideration the abilities of his or her people, the needs of the organisation, the demands of the project, and his or her own leadership capabilities. For example, projects that are severely time constricted may require a more controlling approach whereas projects of a more technical nature may require a more participative style.

Applying Leadership Theories in the Workplace

Leadership theories can be applied in various ways in the workplace. One of the most effective ways to apply leadership theory is to identify the leadership style that best fits the situation. For example, a leader may use a transactional leadership style in a mature organisation with clearly defined structure and goals, but switch to a transformational leadership style in a situation where the organisation needs to undergo significant change.

Another way to apply leadership theory is to develop leadership skills through training and development programs. These programs can help leaders learn new skills and behaviors that are essential for effective leadership. For example, a leader may participate in a training program that focuses on developing emotional intelligence, communication skills, and strategic thinking.

Leadership theories can also be applied in team management. For example, a leader may use a contingency leadership theory to assess the needs of the team and adjust their leadership style accordingly. This can help to improve team performance, motivation, and job satisfaction.

collaborative leadership

Leadership Development and Training

Leadership development and training are critical for improving leadership effectiveness. There are several ways to develop leadership skills, including formal training programs, mentoring, coaching, and self-directed learning.

Formal training programs can provide leaders with the knowledge and skills they need to succeed. These programs can cover topics such as leadership theory, communication skills, strategic thinking, and emotional intelligence.

Mentoring and coaching can also be effective ways to develop leadership skills. A mentor or coach can provide guidance, support, and feedback to help leaders develop their skills and achieve their goals.

Self-directed learning is another way to develop leadership skills. Leaders can read books, articles, and online resources to learn new skills and stay up-to-date with the latest leadership trends and best practices.

Overall, leadership development and training are essential for improving leadership effectiveness and achieving success in various fields. By applying leadership theory and developing leadership skills, leaders can inspire and motivate others, make informed decisions, and drive results.

Contact Primeast today, and we’ll help your leaders realize their true potential by applying appropriate leadership theories and styles.

An Overplayed Strength can become a Weakness

Three commonly overplayed approaches that might just be holding you back

In their seminal article in June 2009 Harvard Business Review, Jack Zenger and Joseph Folkman discussed their research into what they considered to be “Ten Fatal Flaws That Derail Leaders”. Their findings read like a menu of dysfunction and they summarise the article saying that a leader and their stakeholders often see that leader differently. The leader’s intention of how they will create impact manifests itself to those around them as something quite different.

Intent and impact

This last point is critical and is linked closely to much of the work Primeast has been doing over the last 30 years in the field of adult development. Through our own work developing leaders in arduous environments, to more recent interactions with thought leaders such as Bob Anderson, Bill Adams, Jennifer Garvey-Berger and Otto Scharmer, it’s apparent that there is frequently dissonance between an individual’s intent and their actual impact.

For leaders this is important as, no matter how laudable our intentions, it is how others experience them day in, day out that matters. Often the strategies and approaches you choose will have a positive effect, which encourages you to use them more frequently.

However, if you become too reliant on them, they begin to lead you. If left unchecked, they can lead you into potential danger.

Three strategies or approaches that are risk areas for leaders

Being a Strong Hand on the Wheel

Where it adds value for a leader – At its best this approach allows you to set high standards and strive for continuous improvement in a wide range of situations. Your willingness to take charge and speak your mind, if you believe things are even slightly out of control, can often make you influential too. You can deliver positive results.

How overreliance could hold you back – It can also encourage you to be overly aggressive and show little interest in others’ opinions. Potentially you feel that by accepting their view, you are somehow weakened and you’d be less ‘in control’. Often there is a strong urge to compete. seeing things as a zero-sum, win/lose game where demanding unreasonably high standards of yourself, and others, is an attempt to control that game. Burnout beckons.

Leveraging your Intellect & Knowledge

Where it adds value for a leader – At its best this approach enables you to be objective and enhances your ability to consider wider perspectives or ways of doing things. It can help you with cutting through complexity and identifying root cause to solve problems. It provides opportunities to use your wisdom, perhaps drawn from high levels of expertise and knowledge, or an affinity with a particular school of thought.

How overreliance could hold you back – At the core of this characteristic is the need for you to ‘protect’ yourself through your superior knowledge, critical thinking and knowing the ‘right’ answer. It may often lead you to judge others harshly in a cold, aloof, distanced way, leaving them feeling unvalued and under supported.

Being part of the Gang

Where it adds value for a leader – At its best this approach allows you to sense others’ needs and emotions; and to be responsive to them. You show up as a loyal, reliable colleague who is easy to get along with and who values the various rituals of your relationships. You are a nice person and a good contributor to team.

How overreliance could hold you back – You can become subsumed by the group or those around you, as your primary driver is to fit in. Acting this way can lead you into denying your own independence, aspirations and freedom of expression. You may be plagued by self-doubt and be overly cautious in your decision-making for fear of what others might do or say about you. You can often come across as non-assertive or passive too.

Recognise any of this in yourself, or your peers? Do not panic! Primeast works with leaders at all levels to understand their inner operating system and improve their impact.

If you are interested in transforming your leadership capability, talk to us about our Leadership Circle™ Impact Programme. We have a number of accredited Leadership Circle Profile™ facilitators around the world who work with individuals and groups of leaders to uncover insights and opportunities to sharpen skills and improve leadership behaviours.

You can email Russell Evans here or call +44 (0) 1423 531083.

Further reading: ‘The 5 Creative Competencies you need to Succeed’ and ’10 Critical Soft Skills Needed for Developing Leaders’

Visit our Prime Leadership and Scaling Talent pages for how Primeast can support you and your organisation to create outstanding leaders who are equipped to successfully lead organisations where people can thrive.

Emotional Intelligence in the Pharma Industry

Emotional intelligence has an important role to play in business. It enables individuals to better read, understand and contextualise the actions of others, both in terms of personal relationships and the wider organisation.

It helps individuals to understand the impact of their own actions and choose the most effective response. However, in highly regulated industries, emotional intelligence and other ‘soft skills’ are often overlooked. This is because the intense focus on results means that leaders often ignore the ‘how’ part of the journey.

The pharmaceutical industry is one example where emotional intelligence can be better developed to improve individual, team and project performance.

Understanding emotional intelligence

The definition of emotional intelligence has evolved over the years but now the general understanding of the concept is that it refers to how people process and respond to emotional information. John D Mayer and David Caruso explained in ‘The effective leader: Understanding and applying emotional intelligence’ that it encompasses how people comprehend and use emotional information about social relationships.

“The terms-emotion and intelligence have specific, generally agreed upon scientific meanings that indicate the possible ways they can be used together,” Mayer and Caruso wrote. “Emotions such as happiness, sadness, anger, and fear refer to feelings that signal information about relationships. For example, happiness signals harmonious relationships, whereas fear signals being threatened. Intelligence refers to the capacity to carry out abstract reasoning, recognise patterns, and compare and contrast. Emotional intelligence, then, refers to the capacity to understand and explain emotions, on the one hand, and of emotions to enhance thought, on the other.”

In his book ‘Emotional intelligence’, David Goleman claims emotional intelligence is the ability to be aware of emotions and regulate them. He says ‘personal competence’ is being aware and regulating one’s own emotions, while ‘social competence’ is awareness and regulation of the emotions of others – skills that have clear applications for leaders.

So what does this mean for the workplace?

Ultimately if all stakeholders can properly understand, process and regulate emotional information they are better placed to understand colleagues and respond in an appropriate and constructive way. In an article for the Harvard Business Review, entitled ‘Building the emotional intelligence of groups’, Vanessa Urch Druskat and Steven B Wolff explained that this is crucial for the successful formation of teams that can perform. They claim that a team needs to create emotionally intelligent norms in order to be effective. This refers to the attitudes and behaviours that become habits. These norms have to help build trust, group identity and performance. Druskat and Wolff say this will result in complete engagement with tasks.

The opportunities for developing Emotional intelligence in Pharma

Research suggests that many pharmaceutical companies may be lacking when it comes to emotional intelligence. The Center for Creative Leadership found in ‘The leadership challenge in the pharmaceutical sector’ report that pharma leaders were rated lowest by their employees when it came to confronting problem members of staff. What’s more, leading employees were given the second lowest score.

These problems often occur when professionals are directive in their style and unable to read situations in order to flex their style to meet the situation or communicate and respond in the right way. This impacts upon teams and can prevent them performing due to a lack of alignment with purpose and distrust of stakeholders.

To turn this around, pharmaceutical companies need to work on developing a full range of leadership skills utilising the benefits of emotional intelligence. Part of this is done during the formation of teams, as this is where individuals get to know each other and establish accepted behaviours.

Pay attention to how teams form from the beginning, or when there is a change

At Primeast we recognise the four key stages to creating a team, as identified by Bruce Tuckman, researcher in organisational behaviour and leader in the theory of group dynamics: forming, storming, norming and performing.

Forming allows team members to learn what they need from each other and establish the rules of engagement. It is in this stage that emotional intelligence can really come into its own. Team members should be encouraged to communicate and learn how other’s work. Being vulnerable and admitting weaknesses straight from the off will help to build trust.

We can then test boundaries during the storming stage, where a team member pushes the limits of what is and what is not allowed. By embracing conflict during this phase, individuals can learn how best to respond to certain situations and what not to do to avoid certain emotions and conflict.

If these stages have been done properly, teams can norm – fit into a normal way of working – and then perform – where the team has a clear shared vision and sense of teamwork to get on with the job and excel at what they do.

By supporting the development of emotional intelligence in this way, all organisations – not just in the pharmaceutical sector – are able to build better teams and more effective leaders. That’s a win-win situation for everyone.

If you would like to find out more about how Primeast could support your organisation, email [email protected] to arrange a call with one of our consultants. To find out more about Primeast global services visit our ‘What we do’ pages here.

Stages of Adult Development

I recently interviewed my colleague, Gary Edwards, a Primeast founding director and Client Partner with 30 years experience designing and running development programmes around the world. I wanted to share his thoughts on the stages of adult development as described by many thought leaders, including Robert Kegan and Jennifer Garvey Berger as shown below.

Stages of Adult Development

Stage 1: Impulsive mind – early childhood

Stage 2: Imperial mind – adolescence, 6% of adult population

Stage 3: Socialised mind – 58% of the adult population

Stage 4: Self-Authoring mind – 35% of the adult population

Stage 5: Self-Transforming mind – 1% of the adult population

Robert Kegan & Lisa Lahey – Immunity to Change

I want to focus on some of the thoughts triggered by our conversation – especially with regard to the practical implications for Purposeful Leadership. I started by asking Gary to share his own life experiences that may have contributed to profound personal development.

He talked about travel, adventure, being involved in expeditions with Operation Raleigh, his involvement as a scout leader, a rugby coach and working with big corporates around the world as a Primeast facilitator. It is clear these experiences with people from different backgrounds, cultures and sectors gave Gary a broad outlook on the world.

Experiences drive our purpose

Totally unprompted, Gary explained that this context contributed in no small way to his personal purpose of “helping people expand their skills and self-confidence in order to make a bigger difference”. Anyone working closely with Gary, as I have for about twenty years, would witness this playing out in all aspects of his life – at work, at home and in the community.

Higher doesn’t always mean better

Gary explained the difference between progressing through the stages in adult development (or mindset) often described as “vertical development” and the accumulation of new skills, “horizontal development” but he also cautions on thinking that in “vertical development” higher is in any way better.

We develop according to our context and the needs of the moment. He also affirms the importance of self-reflection to appraise where we are on our journey and how we are responding to life’s challenges. This is one of the key features of progressing beyond the socialised mind – Stage 3.

As we move to self-authoring, we develop the ability to examine ourselves objectively and change in order to be more effective and more resilient – as opposed to just going with the flow of society. We are also no longer at the mercy of past ‘programming’ and the scripts we inherited from our ancestors.

In self-transforming – Stage 5 – we are also choosing how we see our world and our place, alongside others, in its evolution. Gary’s personal journey has clearly supported his ability to do this.

Who we think we are and how we see our world

My hypothesis for Purposeful Leadership is that our purpose comes from the energetic reaction between who we think we are and how we choose to see the world. And progression through the stages of adult development is a great facilitator of purposeful leadership, giving us choice regarding our contribution as part of humanity – and our ability to take others on the journey with us.

Reactive and Creative leadership

There is a further link to the work of Bob Anderson and Bill Adams as documented in their wonderful book “Scaling Leadership”. In explaining how leaders can develop the capacity to lead “at scale”, Anderson and Adams draw a fundamental distinction between “reactive” and “creative” leadership. As the label suggests, creative leadership is more about considered behaviour and less about being impulsive. See The 5 creative competencies you need to succeed.

I like the way Otto Scharmer describes the sort of listening required for transformational leadership. He uses the term “generative” listening – being open to new ideas, the feelings of others and conscious of a wider system, within which a new future is emerging.

Anderson and Adams have usefully given us a method for measuring a leader’s creative capability and mapping against their reactive tendencies. The method is well researched, taking account of the thought leaders previously mentioned.

Creative leadership is proven to correlate to improved leadership performance and is a key methodology in Primeast’s Prime Leadership development portfolio .

With all the above in mind, I invite you to be inspired by Gary’s narrative which you can watch here. I personally found it helpful to listen a second time and then to pause for personal reflection.

Personal reflection

I found myself asking, and answering, the following questions and invite you to do the same:

  1. What are the personal experiences that provided the greatest growth for you?
  2. To what extent was each one purposefully chosen by you or simply a quirk of fate?
  3. How did these experiences affect your world view?
  4. How did these experiences affect your sense of who you are?
  5. Considering your sense of who you are today and how you now see the world, what personal purpose(s) emerge for you?
  6. What plans do you have to create further opportunities for your personal development?

As a leader, make a list of some of the key people you lead. How can you create, facilitate or encourage opportunities for their growth?

First published by Clive on LinkedIn in Nov 2020.

Further resources

For anyone new to the concept of adult development as expressed by these thought leaders, you may enjoy this podcast from Robert Kegan: The Five Stages of Adult Development and Why You Probably Aren’t at Stage 5.

Jennifer Garvey Berger’s video Adult Development Map.

For resources to share, read Understanding your Purpose and Why it Matters by Sarah Cave.

You can go straight into our virtual workshop Understanding your Purpose, to start your journey of self-discovery.

Start with a short Leadership Challenge Assessment.

Begin a conversation about your leadership development or development opportunities for your organisation, you can email Clive Wilson here. Or call us on +44 (0) 1423 531083.