Cognitive Behavioral Leadership (CBL): Consult with Emotionally Intelligent ColleaguesPosted on October 27, 2019
Kendall L. Stewart, MD, MBA, DLFAPA
Why are leaders hesitant to do this?
Because of the Dunning-Kruger Effect, most deeply flawed leaders delude themselves that they are much better leaders than they really are. These are the leaders who poo-poo this touchy-feely leadership learning nonsense, explaining that they don’t have time for this. They have “real” work to do.
What is the case for doing it anyway?
The best leaders are modest and humble. They recognize they still have a lot to learn about leadership. They find joy in their endless quest to improve instead of mistakenly reassuring themselves about how good they are. And those lifelong learners understand that they will learn best from the real leadership challenges in their everyday lives and from colleagues with the same passion for the pursuit of leadership excellence.
How can you do it?
- Join a group that is passionate about becoming better leaders. If such a group does not already exist in your organization, create one. Do not expect large numbers of leaders to apply. Only the top ten percent of leaders will push themselves to learn and improve throughout their careers. But those who do are precious organizational treasures, possessors of intellectual capital they will be eager to invest in you.
- Present leadership case studies. Be open about what happened, how you felt, and what you did. Identify and examine your underlying beliefs. Reflect on and invite counsel about what you might have done differently.
- Pay careful attention to those leaders with a high degree of emotional intelligence. These are your colleagues who manage their emotions effectively, remain thoughtful and positive when others have allowed their feelings to hijack their brains.
How have you consulted successfully with your fellow leadership zealots?