Emotionally intelligent leaders know when the right response is to sleep on it
Transformative leaders who make exciting, innovative things happen in their companies usually possess a higher sense of urgency than their colleagues. They have a bias for action over indecision that others admire. But to be successful over the long-term, these same great leaders also know when to suppress that sense of urgency. Their emotionally intelligent side tells them their best reaction sometimes is to sleep on it. Especially when it comes to people-centric leadership skills and practices, effective bosses understand that knee-jerk reactions are seldom productive. Even worse than being ineffective, they can leave lingering scars that affect an employee’s sense of engagement, commitment, and drive to improve. Philosophically, that may make perfect sense. But the challenge for leaders is that knee-jerk reactions are emotional,