Author: Parrish Taylor

Learning Leadership: Personal Protective Emotional Armor: Part 2

In the first part of this article (“Personal Protective Emotional Armor: Part 1,” December 2013), we briefly touched on the evolution of the value of human capital in the utility workplace. In the 1970s, government – including OSHA – and industry leaders began to combine efforts to define written safety procedures for nearly every craft. In recent years, with a growing interest in leading indicators such as near misses – which are often caused due to workers thinking and feeling that they are safe – it has become more commonplace for employers and employees to discuss thoughts and feelings. Today,...

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Learning Leadership: Personal Protective Emotional Armor: Part 1

Prior to the 1990s, thoughts and emotions typically were not topics of discussion. That was a time when children were to be seen and not heard, and employees were not to think, but rather just do as they were told. The very idea of talking about what was on your mind or how you felt often was the last item on anyone’s priority list. Times certainly have changed over the years, but the idea that we don’t need to share thoughts and emotions still lingers in some organizations. Unfortunately, safe work will be hindered by refusing to establish open dialogue about these subjects. Neglecting to discuss...

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Leadership Skill Set 5: Social Persuasion

Social persuasion is the final skill set needed to understand the science of emotional intelligence. The concept behind emotional intelligence is that everyone can learn its five skill sets. Some people have a greater need for them than others, but the point is to start the process of better understanding others by studying the disciplines and applying them to each of your relationships. Studies in the last three to five years validate the notion that your understanding of emotions can improve your ability to bridge relational gaps and ultimately improve personal and professional performance. Developing...

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Learning Leadership: Leadership Skill Set 4: Social Awareness

You’ve surely heard the saying, “You can lead a horse to water, but you can’t make him drink.” Truth be told, it’s not up to you to lead the horse to water or get him to drink. If you are wise in your ways of understanding others, all you must do is make the horse thirsty. A thirsty horse will find its way to water and drink all on its own. In our continuing efforts to learn and lead through emotional intelligence, this segment will focus on the critical leap from understanding self – including the skills of self-awareness, self-regulation and self-motivation – to bridging the gap into the social...

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Learning Leadership: Leadership Skill Set 3: Self-Motivation

A fundamental requirement of leaders is the ability to motivate. A leader must lead by example by first motivating himself. Once that’s been accomplished, a leader can then work to motivate others through the art of emotional intelligence. The five core skill sets of emotional intelligence empower frontline leaders to become more effective and efficient in achieving personal and team objectives. In the February issue of iP, you learned about self-awareness and the importance of becoming more cognizant of your thoughts and emotions. In the April issue of iP, you learned how critical self-regulation...

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Learning Leadership: Leadership Skill Set 2: Self-Regulation

Has someone disrespected you in a group setting? Have you clearly been treated unfairly? Do you sometimes sense that no one is listening or that you’re unappreciated? If you find yourself affirmatively answering any of these questions – or all of them – you must learn and understand self-regulation, the second skill set in learning to lead through emotional intelligence. Science validates that in order to be a top performer at any task, self-awareness – which is discussed at length in the February 2013 issue of Incident Prevention – and self-regulation are key. These two skills are the basis...

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Learning Leadership: Leadership Skill Set 1: Self-Awareness

One of the greatest educational journeys you can take in life is to study yourself, other people and business, in that order. Too many people today have the journey backward. Knowing yourself is a fundamental objective when learning and understanding leadership. Throughout this article, we will build a case for why effective leadership of others starts with leading yourself. By definition, leading means to take to or show the way. Before you begin to lead and show others the way, you have to first learn the skills to lead your own way. The age-old cliché of the blind leading the blind is a trap...

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Learning Leadership: The Leadership Paradigm Shift

When you are the one held most responsible, you must learn to manage efficient workflow, processes and outcomes. You do not manage people – you lead them, either effectively or ineffectively. In today’s competitive marketplace, you will be judged and evaluated on how you do both. If your ambitions are to move up the ladder to take a leadership position, or if you have found yourself already there, you must understand how to manage processes and lead people and discipline yourself to do just that. It is the combination of managing and leading that creates long-term results and the ability to...

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Cultivating a Mature Workforce

Your workforce is one of your project’s greatest assets. From the top down, the maturity of this asset has a dramatic impact on your safety culture and ultimately your bottom line. In this article I identify personal maturity metrics. By using the metrics, maturity is now identifiable. The idea is that your safety culture becomes stronger based on each individual’s ability to demonstrate mature behaviors. We can now recognize, demonstrate and teach these mature behaviors at all levels of management. In doing so, we are fostering maturity by empowering personal responsibility. The reverse holds...

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