The other day I was speaking with the Senior Manager of Organizational and Leadership Development at a major corporation, and this is what she had to say:
Why would someone want to improve collaboration and cross functional effectiveness?
It’s easier to get things done
You don’t have to spend time trying to “sell” your idea or influence people
You have alliances with key stakeholders and know what you are doing is important
Your stakeholders understand the value
“January and February have been a test of my “emotional intelligence” – it’s too cold to ride outside, so I’ve been cycling on my trainer in the basement. On the weekends, my coach – Steve – has me doing 2-3 hours rides in order to start building up my endurance and performance. This is hard as it gets boring riding in one place for that length of time. I do have my music, I watch some movies and sports, but most of all, I am keeping the end goal in mind. I know that the time I put in on the trainer now will have huge benefit to my overall performance once I am training outdoors and when the actual ride comes in July.
What sets great leaders apart from average leaders is not their IQs, technical skills or even their industry experience. It is their emotional intelligence — their ability to manage their own emotions and those of others. In fact, according to a study by the Center for Creative Leadership in Greensboro, NC (www.ccl.org), the two main derailers of a great career have nothing to do with raw intelligence, but with a person’s inability to manage relationships and to deal effectively with change.
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