Developing-Leaders-issue-34-2020

20 | Developing Leaders Issue 34: 2020 Viewpoint trying to help them with the things that are personal to them, not just their personal lives, but their personal career goals, their personal strengths, that mindfulness can make a huge difference to likeability.” The next level beyond this mindfulness, is to build your empathy with both individuals and the team – being aware of their current energy. “I’m a big fan of saying, ‘Boy, this group seems frazzled today,’ or ‘You seem really angry about the situation. We better talk about it’. Just acknowledging that can make people feel more a part of the team and more effective as a member of the team,” says Cates. As with any behaviour change, these things need to be practiced and iterated to make them essential habits. Being likeable is clearly to be encouraged, it helps on a number of fronts – but it is not sufficient in itself to achieve high performance. Alternative leadership behaviours and responses are also needed. The best time to start acquiring and practicing this mix is, as always, right now. Adjunct Professor Karen Cates is Academic Director and faculty for both Kellogg’s ‘Energizing People for Performance’ short, open-enrolment program and Kellogg’s flagship ‘Executive Development Program’ . The Role of Likeability in Leadership

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