Emotional intelligence may be used in a highly intensive situation whereby the actions are in a wheel or loop. Observation – sense the situation or challenge. Orientation – place the situation in the operating environment. Decision – decide what is appropriate to do. Act – act upon the perceived situation. In many situations, the decision may be to wait for further information that clarifies the situation. The function of act then is to continue the cycle.
In demanding situations, such as military conflict, this complete cycle may require less than four seconds. In less demanding social situations the cycle may be repeated several times before any overt action is taken. As a leader, the action taken must be appropriate for the situation and to demonstrate the right leadership traits.
Leadership is a crucial component of being a role model as a project manager. Project managers must continually practice at being good leaders – and being highly visible leaders. Dr. Robert B. Taylor, MD, states “. . . most leaders are made, not born. As former President Dwight D. Eisenhower told his son, ‘The one quality that can develop by studious reflection and practice is the leadership of men.’”2
Taylor goes on to say, “earn your colleague’s trust.” Trust makes it possible for an organization to function and the followers to have confidence in the leaders. A leader always makes good on his or her promises – so make promises sparingly. Care with promises is essential to ensure meeting each promise in a positive way. The leader may forget the promise, but the subordinate will not.
Taylor makes another point in that to be a leader one must act like a leader. Everything that a leader says or does is observed by his or her subordinates. “The leader sets the example in values, work style, and personal actions. Good leaders arrive early, work collaboratively, respect the opinions of colleagues, and bring new ideas to the organization.”
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Warren Bennis,3 a noted authority on management, states, “I confess, I don’t know all that goes into developing leaders. If I had a recipe, I’d win a Nobel Prize.” Bennis goes on to identify seven common criteria for evaluating a leader (1) technical competence, (2) people skills (understand people and motivate them), (3) conceptual abilities, (4) performance record, (5) ability to choose the right people, (6) judgment, and (7) character.
One leader role model who has served this nation as a soldier and statesman is Colin L. Powell, US Army General and former Secretary of State. He rose from humble beginnings as the child of immigrant parents through a military structure in war and peace to become a Cabinet Officer in 2000. Powell’s experience in the military helped him developed 13 rules of behavior for a leader.4
- It ain’t as bad as you think. It will look better in the morning.
- Get mad, then get over it.
- Avoid having your ego so close to your position that when your position falls, your ego goes with it.
- It can be done.
- Be careful what you choose. You may get it.
- Don’t let adverse facts stand in the way of a good decision.
- You can’t make someone else’s choices. You shouldn’t let someone else make yours.
- Check small things.
- Share credit.
- Remain calm. Be kind.
- Have a vision. Be demanding.
- Don’t take counsel of your fears or naysayers.
- Perpetual optimism is a force multiplier.
Powell quotes Thomas Jefferson. “There is a debt of service due from every man to his country, proportioned to the bounties which nature and fortune have measured him.” One could also say that those with the talents have a debt to be role models, like Powell, to others and set a leadership standard for others to emulate.
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