One of the most challenging aspects in training business leaders centers on the work of emotional intelligence, which calls for
developing a leader’s inner observer. And this requires two fundamental attitudes:
curiosity and
inquiry. Although not necessarily foreign concepts to most leaders, the challenge lies in practicing them consciously and consistently.
A pressure-filled, fast-paced environment may result to some leaders quickly leaping to assumptions and conclusions that they have not carefully examined. However, this pitfall can be circumvented if leaders adopt an attitude of curiosity about their own assumptions and conclusions, and choose to do the same with others. This requires leaders to take a mental and emotional stance that will keep their own position flexible and open to be influenced by others’ input. Such a stance is achieved through a practice of inquiry, wherein a leader is curious about his inner and outer circumstances, driving him to inquire about his and others’ ideas, assumptions, and conclusions.
And over time, an attitude of inquiry tends to build a larger capacity for curiosity, which allows for a stronger inner observer and a deeper propensity for emotional intelligence. Leaders become more “tuned-in” to their environment, team, employees, and the culture of the organization—the skills that will become the foundation of a
transactional leader.
Read more about transactional leaders here. For additional tips on how to be an effective leader, subscribe to this Facebook page for business coach Emile Haddad of Seattle, Washington.
