8 EGO Traps with Emotional Intelligence - Ego Trap Five: Being Blind to Your Downstream Impact

It’s easy for leaders across organizations to have a blind spot regarding their downstream impact: They may not have any advisors to give them feedback, and their direct reports may silently defer to them. Chances are that they will never let on, at least directly, to the disruptive effects of decisions, initiatives, requests, and behavior. For the manager who regularly communicates the belief that “my needs take priority over everyone else’s” problems may occur. Employees can start to feel disrespected and become disgruntled. The leader may become the butt of a few jokes around the office or, worse, set him or herself up to be undermined by others as they disengage and fail to alert the leader to possible trouble or even set the leader up for failure. No one wants to work for a dictator, even a benevolent one.

About the author:

Jen Shirkani is the CEO of Penumbra Group and has spent over 20 years as an employee development specialist, coach and speaker. She lives in New Hampshire US with her two daughters where she oversees a national talent management firm, providing training programs, organizational development consulting and executive coaching. She holds a Master's Degree in Organizational Leadership and has been a featured speaker at several national and state conferences, universities, and at dozens of organizations nationwide. Learn more about Jen at www.jenshirkani.com and www.penumbra.com.

8 EGO Traps with Emotional Intelligence - Ego Trap Four: Not Letting Go of Control

At the heart of micromanagement is an ego-based failure to let go of control. Ironically, in some cases, micromanaging leaders may see themselves as low-ego, ultimate “servant leaders.” They may think: “Look at me, I am rolling up my sleeves and working side-by-side with the troops.” In reality, what may look like helping, though, isn’t helping at all since the group doesn’t often need another operator. They need a leader. In most cases the leader’s need to be involved often slows down the work of the group, as other things sit and wait for him or her to review or approve them. The principles of Emotional Intelligence say it’s not the leader’s job to stay in the weeds and micromanage every challenge the company faces in each and every department but instead to lead people in the strategic direction they envision.

About the author:

Jen Shirkani is the CEO of Penumbra Group and has spent over 20 years as an employee development specialist, coach and speaker. She lives in New Hampshire US with her two daughters where she oversees a national talent management firm, providing training programs, organizational development consulting and executive coaching. She holds a Master's Degree in Organizational Leadership and has been a featured speaker at several national and state conferences, universities, and at dozens of organizations nationwide. Learn more about Jen at www.jenshirkani.com and www.penumbra.com. 

Daniel Goleman Introduces Emotional Intelligence

8 EGO Traps with Emotional Intelligence - Ego Trap Three: Surrounding Yourself with More of You

When it comes to the challenges of building a high performing team, leaders who shortcut a thorough interview and hire someone they “click with” because they share their same strengths, values, and ways of thinking—end up with exactly the people least likely to challenge their decisions. That’s a risky game to play in a competitive marketplace. When you surround yourself with more of “you,” you set up blind spots that can prevent you from seeing oncoming challenges because your team sees the world much like you do rather than being able to challenge, question, or offer a different perspective. 

About the author:

Jen Shirkani is the CEO of Penumbra Group and has spent over 20 years as an employee development specialist, coach and speaker. She lives in New Hampshire US with her two daughters where she oversees a national talent management firm, providing training programs, organizational development consulting and executive coaching. She holds a Master's Degree in Organizational Leadership and has been a featured speaker at several national and state conferences, universities, and at dozens of organizations nationwide. Learn more about Jen at www.jenshirkani.com and www.penumbra.com.