[Video] How do emotionally intelligent leaders inspire high performance?

Transcript:

AW: Being able to develop relationships is absolutely critical to high performance and leadership.

How do you cultivate a positive attitude towards people even if they’re not performing?

JW: I think I’m a genetic optimist and that’s just part of my wiring. I think I see the best in everyone. I feel I do anyway.. Although that’s not to say that I don’t feel frustrated if people fall short. But if you’re clear about what your expectations are and you encourage and support as much as possible to achieve that then it’s fair enough.  If it doesn’t work out then you obviously take a different course.

As I say, I’ve been really fortunate to work with, in the main, great people who support me and in a phenomenal way and [sic] mutual support.

I think positivity comes very naturally. I feel positive and as I say I’m an optimist. I feel positive generally and I think that comes through in my relationships with people.People enjoy being with positive people.

AW: And therefore your connections with others. People enjoy being with positive people.

JW: I think so. People like creative people, positive people. And also people are drawn to activity and energy and the sense of things happening. And that’s very much how I like to roll. 

AW: That links in very nicely to the next question. You’ve answered some of it:

How do you inspire high performance? What are the things you do to inspire that in others?

JW: I work hard to give feedback, both positive and constructive. I think my style is quite coaching. I do take time and I enjoy that. That’s what I love doing. I love team dynamic. I’m really inspired by growth and improvement and personal development so I spend a lot of time with as many people as I can helping and supporting. I think that helps to develop. 

And also being clear about what I think, setting objectives and expectations, and being unambiguous about what we need to do, both as a team and individually does perhaps help to drive high performance. In the main, in developing high performance teams that’s about celebrating diversity, different personalities, different characters but ensuring that it dovetails.in developing high performance teams that’s about celebrating diversity, different personalities, different characters

AW: And I guess you can motivate and inspire but there has to be an element of self-motivation.

JW: Of course, and you expect that don’t you? I work in a sales environment so it’s all about self-starters, going that extra mile and trying that bit harder. I suppose there is a natural selection in that sense. Good people tend to get on, it’s a meritocracy so...

AW: ...they develop themselves. They empower themselves and manage their career very well.

JW: That's absolutely right. Those tend to be the people that succeed.