Interpersonal Relationships

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來自 Indian School of Business 的課程

Leadership and Emotional Intelligence

94 個評分

Indian School of Business

Leadership and Emotional Intelligence

94 個評分

課程 5（共 6 門，Specialization Business Technology Management）

The digital age is dramatically reshaping the rules for organizational success. The new context demands renewal of your capabilities and development of different mindsets. In this course, you’ll learn the different components of emotional intelligence at work. For example, you’ll learn how you can work effectively in teams, build cooperative relationships with your key stakeholders, exercise effective influence, handle difficult conversations, and create energy and enthusiasm to foster meaningful change. Our modules will begin with powerful stories that are illustrative of typical challenges faced by front-line leaders. We’ll analyze the case illustration using the ideas from emotional intelligence theory, and highlight the key lessons that you should take away in terms of mindsets and skills that you should master to distinguish yourself as a leader.

從本節課中

Leaders as Individual

As frontline leaders, it is important for you to recognize your moods and emotions. You need a deeper understanding of the emotional needs that drive you and shape your behavior. Management research shows that the behavioral competencies are highly important for individuals with leadership responsibility. In fact, without behavioral competencies, even otherwise bright individuals fail in managerial and leadership roles. These competencies are not innate; they are learned through guided introspection and practice. This module will deal with the topics of emotional intelligence, self-awareness, interpersonal relations, leadership skills and mindsets, avoiding the trap of derailment, and building personal development plan. We also have an interview with a senior industry practitioner on competencies of an effective leader.

Course Introduction5:51

What Makes a Leader11:48

Self-Awareness12:08

Avoiding the Trap of Leader Derailment12:47

Interpersonal Relationships11:48

Leadership Skills and Mindsets10:21

Building Our Personal Development Plan11:27

Interview - Competencies of an Effective Leader (Dr. Chandrasekhar)16:57

與講師見面

Ramnarayan Subramaniam
Clinical Professor
Organisational Behaviour

[MUSIC]

As a frontline leader, you are a part of a web of relationships.

Each of your bosses, peers, directs reports and internal and

external clients has a different role and responsibility.

And consequently, different perspective and expectation.

In each decision situation,

you have to necessarily balance multiple demands.

Yet, unless you're mindful, conflicting goals have the potential

to cause frayed tempers, political infighting, and mutual checkmating.

Let us take an actual case illustration to explore

how we can build effective interpersonal work relationships.

In ABC corporation, the interaction between Mark and

Raul had reached a hostile stalemate at the end of 15 minutes.

It all began when Mark called his colleague, Raul,

from the client side to communicate an urgent and critical client need.

Raul was the project head responsible for developing the required software.

Mark began by stating that he had just completed his morning meeting

with a client personnel, and the client had changed two things.

First, a specification in the final delivery had to be modified.

And second, the delivery date would

be a fortnight earlier than the date originally scheduled.

Raul was annoyed.

The change to specifications would require a couple of new personnel

to be reassigned from other teams.

And a more stringent delivery date would put additional pressure on his team.

He said, how can they change delivery date now?

And modification of specifications will cost more money, and

will actually increase time.

Don't be ridiculous, snapped Mark.

You know that the new requirement is no big deal, and

you have slack in the system and so you can meet the new timeline.

Now Raul was furious.

The last time you made such a change, my team members and

I worked nonstop all evenings and weekends for one whole month.

And at the end, we were told that we had exceeded our budget estimates.

Mark raised his voice and said that the two cases were not comparable at all.

Raul interrupted to say, hey, Mark, I am busy and

don't have all day to speak to you.

The short answer to your question is early delivery date

is not possible and change of features will cost more money.

With that, the communication came to a grinding halt.

If we agree that interpersonal relationships are built

on a strong foundation of three qualities, mutual expectations of goals and

priorities, mutual trust and mutual influence.

Then that foundation was really weak in the relationship between Mark and Raul.

And this interaction had further weakened the foundation,

making it even more difficult for future corporations between these two persons.

We will use the framework developed by researchers at the Center for

Organizational Learning at MIT to analyze this case illustration.

And draw some lessons on building positive,

cooperative, and synergistic work relationships.

First and foremost, it is important to recognize

that the two individuals had different data sources.

And so, reached different conclusions and

harbored different beliefs.

For instance, Mark's perspectives emerged primarily

from interactions with client personnel.

After hearing the client requirements,

he concluded that the company should respond to the client requirements,

particularly since there was a huge scope of future business from this client.

Given that client responsiveness was a key goal,

he believed that the unit should be flexible in its approach.

On the other hand,

Raul's prospective was based on his interactions with the software team.

He realized that his team was stretched at the moment.

And changes take time and cost money.

To maintain stable terms of reference, he believed that

the client-facing personnel should learn not to succumb

to client pressures, but to assert the company's viewpoints.

In their interpersonal exchange,

Raul was operating from a mental model that had concluded

that Mark was sacrificing the interests of Raul and

his team to look good in front of his bosses.

Raul had climbed this ladder of inference by basing it on his memory of Mark's

earlier last-minute request that had created trouble for Raul's team.

The memory was intensified when Mark described Raul's concern as ridiculous.

Raul assumed that Mark was just interested

in boosting his sales numbers at the expense of his team.

Mark's ladder of inference was completely different.

He observed that Raul was just not responsive

to the client's genuine requirement.

Given his assumption that Raul's team had the necessary capacity and capability

to meet the required specifications, he inferred that Raul was just

a narrowminded techie who had no idea of how the market operates.

Given these starkly different ladders of inference, Mark and

Raul had very different interpretations,

meanings and conclusions of the same situation.

As each one was sure that he was right and

the other person was wrong, there was no inquiry into the other's position.

For example, no questions were asked.

There was absolutely no discussion of, what are the specific client requirements?

What are the project features that are required a fortnight earlier?

Are there certain aspects that can be delivered in

the second phase a little later?

What are the software team's constraints?

What new skill sets are needed?

How can we better match the new client requirements and

the team's work pressures?

In today's complex organization, people come with divergent backgrounds.

As the folklore of five blind men and elephant suggests,

we are exposed to different aspects of the reality.

Have different interpretations and draw different conclusions.

When we operate at the top of our respective ladders, in other words,

our conclusions, we talk past each other.

What is required is to walk down our metaphorical

ladders and become aware of our mental model.

We have to ask, who are my colleagues?

Who are their stakeholders?

What is the information that they are looking at?

What are their goals, pressures and working styles?

What are their expectations from me?

Can I step into their shoes and see the world from their perspective?

Can I help them understand my perspective?

To sum up, there are certain behaviors that you should hone

through conscious practice for important discussions with colleagues.

When you present your views, make your own reasoning explicit.

What data did you use?

How did you reach your inference?

Encourage others to explore any gaps in your reasoning and

be open to contrary views.

When others have different views, ask questions

on their data sources and how they reached their conclusions.

When you respond to others, develop awareness

of and articulate your assumptions and your data sources.

Ask questions only if you're generally interested in others' response.

If there is a stalemate, ask what data or

logic might change their views and what barriers they expect.

Research indicates that successful managers spend

70% more time building relationships than their successful counterparts.

Successful relationships are built

on a foundation of mindfulness

in presenting your views and

responding to others.

[MUSIC]

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