In the article titled, Using tipping points of emotional intelligence and cognitive competencies to predict financial performance of leaders, Richard Boyatzis presents the idea that there are tipping points in competencies that can affect performance. In the study that Boyatzis completes and describes in this article, there was 32 participants chosen from an original sample of 1300 partners (Boyatzis, 2006). These 32 were assessed by individuals close to them on the following traits: (Boyatzis, 2006).
• Self-motivation cluster: Initiative, Planning, Achievement Orientation, Self-confidence;
• Self-regulation cluster: Taking a Risky Stand, Self-control, Adaptability, Conscientiousness, Values Learning;
• People Management cluster: Oral Presentations, Networking, Leadership, Coaching, Empathy, Influence, Facilitates Learning, and Distinguishes the Firm’s Reputation and Resources; and
• Cognitive Cluster: Pattern Recognition, Systems Thinking, and Knowledge.
Through this study, a tipping point was found for “how much of the competency must be demonstrated to be sufficient for outstanding performance” (Boyatzis, 2006). The grading scale was out of three; “3= consistently and frequently; 2= occasionally; 1= rarely or never” (Boyatzis, 2006). The table below shows the tipping point for each competency. (Boyatzis, 2006)
In other words, for each competency, the tipping point for the Leader to be considered outstanding in this area would have to be nearly consistent. The Leader has to show up every day and demonstrate the ability to be empathetic, achievement oriented or influential etc.
My Tipping Point
I reference a turning point frequently when talking about my leadership journey. I had started a new job at LAX in March of 2018. It was a promotion and one that I probably was not ready for.
By August, I knew that I was in over my head and failing to perform at the level my boss and I would have liked. I was not creating positive relationships. I was failing to develop my own skills, not to mention my lack of leadership that I showed my team. I had a tough conversation with my boss about my current performance. She said I was seen as short and snippy with people, impatient and frankly, a bit rude. I was acting entitled and not creating a very good brand for myself. While it was clear I was smart and competent, my skills were useless because of my failure to form relationships. My negative outlook and perspective on my own situation was a sad pity party that was effecting my performance and my relationships at work.
I knew I had to change.
So, I created a list of the Leadership qualities that I wanted to demonstrate and be known for. Hard working, people-oriented, flexible, approachable, trustworthy, trusting and positive topped the list. I wanted to be respected but I wanted to make others feel liked and appreciated as well. I knew I needed to turn around my positivity-to-negativity ratio with every person on my team, which meant I had a lot of work to do (Fredrickson & Losada, 2005).
I had to start fresh and prove to everyone that I could be that kind of leader. My leadership brand had to change.
I knew to reach my tipping point, I had to be “consistently and frequently” my new self in order to convince the people around me that I had changed. But I finally did it. Nearly six long months of creating this new brand and showing up as my new self before people thought I truly had those qualities.
But over those months, it finally tipped. I became that Leader and my performance started to flow.
I was able to land projects through my HDQ connections, start a leadership development book club and really start to move the needle in a great direction as soon as my leadership brand had recovered.
I am proud to say that the hard work I did to reach that tipping point paid off. Not only did I learn to never allow myself to regress into that old self, but I was able to receive an offer for a new position, with more responsibility and more reach, because of that hard work. I started a new job eight months ago and intentionally began this position with those same goals in mind.
Work hard, put people first, spread positivity, trust others and be trustworthy. I never want to be any other type of leader and I want to stay this side of my tipping point forever.
Boyatzis, R. (2006). Using tipping points of emotional intelligence and cognitive competencies to predict financial performance of leaders. Psicothema, 18, 124-131. doi:http://www.psicothema.com/psicothema.asp?id=3287
Fredrickson, B., & Losada, M. (2005). Positive Affect and the Complex Dynamics of Human Flourishing. American Psychologist., 60(7), 678–686. https://doi.org/10.1037/0003-066X.60.7.678
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