Ego, Authority, Failure: Using Emotional Intelligence Like a Hostage Negotiator to Succeed as a Leader - 2nd Edition by Derek Gaunt

Author:Derek Gaunt [Gaunt, Derek]
Language: eng
Format: epub
Tags: Business & Economics, Leadership, Education
ISBN: 9781544526843
Google: 4Mr2zgEACAAJ
Amazon: 1544526849
Publisher: Derek Gaunt
Published: 2022-03-17T18:30:00+00:00

Avoidance and Mistakes

Michael Ellison is the chief of police for a small municipal law enforcement agency. He has nearly four decades of experience in law enforcement, safety, and public policy. Prior to his current job, he rose through the ranks of a major law enforcement agency in another state, starting as a police officer in the late 1970s and culminating in his appointment as commissioner.

Ellison described being an “avoider” as being just as bad, calling it a cardinal sin in leadership. He is referring to those who avoid significant issues and decisions, which can have a paralyzing influence on moving the organization forward. The fear of making critical or difficult decisions is attached to their lack of self-awareness.

When put into a tactical context, for law enforcement, this may mean going into a building or conducting traffic stops. Law enforcement trains their people to be aware not only of themselves but also of the people with whom they are interacting and the environment. It is drilled into their heads so that it becomes second nature.

The same thing holds true for managers. Managers should be able to complete their tasks and survive their job—and “do it in a context where you have not only awareness of what is around you, but self-awareness in what you are doing.”

What gets in the way? Sometimes managers are torn about who they are and how they are being perceived, which can lead to decision or action avoidance. The thinking is that if you do not make a decision, you do not make a mistake. If you do not make a mistake, it is harder to be judged.

Emotions are ever prevalent in workplace decision-making, actions, and significant conversations. Whether it is fear, anger, stress, or frustration, emotions are there. If you do not acknowledge that, you are already operating at a disadvantage.

Ellison has learned that as a leader, you have to be more responsive and understanding of your own emotional state at the time you make decisions or statements; however, his experience with the leave-seeking officer did not prevent him from other emotional missteps.

A number of times during his career, his visceral reaction directed his decision-making and conduct. He equated these reactions to those of a three-year-old child, but you do not have the luxury of behaving like a three-year-old when you are in charge.

Self-awareness means being prepared to bite your tongue.

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