Dr. Daniel Goleman and Dr. Matthew Lippincott interview Wagner Denuzzo, Head of Capabilities for Future of Work at Prudential Financial, previously IBM VP, Leadership Transformation and VP Leadership Development. One in a series of over 50 video clips pulled from interviews exploring the impact of EI strategies at Amazon, Google, Allstate, Bank of America, OneLogin, Microsoft, Starbucks, Prudential Financial, IBM and First United Bank. To be notified of each release on LinkedIn follow Daniel Goleman ( / danielgoleman ) and Dr. Matthew Lippincott ( / dr-matthew-lippincott-... . A complete list of released interviews can be found on this RU-vid channel, ( / matthewlippincott ) and at drmatthewlippi....
Note: The following terms are often used synonymously: Emotional Intelligence (EI), Emotional Quotient (EQ), Social Intelligence (SI), and Emotional and Social Intelligence (ESI). The core competency of each is generally believed to be Emotional Self-awareness, which overlaps with several aspects of the definitions used for Mindfulness. Click here to watch a 3 minute video summarizing these points: • In less than 3 minutes...
Transcript
Dr. Matthew Lippincott: “are there some examples of things that are happening in your organization that you see are even covertly helping people experience that sense of peace and confidence that enhances performance at Prudential?”
Wagner Denuzzo: “one thing that made a huge difference for us in coping and becoming more resilient in trusting that we could go through the pandemic with confidence and still produce the best work was our leadership team. Our CEO talked to us on video from his home very formally every week and he didn't talk to us about the business, he didn't talk to us about the economic impact of the pandemic on our business. He talked about the well-being of the employees, he talked about his own vulnerabilities, his own experiences, and was the most personal connection with that, and that made a huge difference. You can ask anyone at Prudential today if they felt supported, if they felt that our leaders were behind them.
They felt that they could cope because the resources were there, they're going to say yes I guarantee you, but it doesn't take much. It just takes self-awareness from leaders to start focusing on what matters the most, even with the words that he probably had about the business globally; but he chose to make that cognitive decision about putting that aside and showing up it was truly authentic about himself and what he believed our people need to hear, so that makes a huge difference.
Dr. Daniel Goleman: “was there a parallel ability for people to respond to him in any way, or was it just a one-way communication?”
Wagner Denuzzo: “no, actually that's a great question. What's interesting is that people start feeling the connection with our CEO to a point of becoming more informal. There was an individual for example that that noted that there was something behind him - that there was a picture of something they didn't understand what it was, and they asked him ‘hey what is that picture behind you?’ So, the dialogue became a two-way dialogue and when the racial equity movement started emerging it was the same. We shut down our one-sided communications and start just asking for the dialogue. Many companies did that but I feel there is a genuine way of doing it that connects with people and people trust that you care about them and I think that made a huge difference. I feel very connected to the inclusion of Prudential because I do believe our leaders have the best intentions and that goes a long way with us.
Dr. Daniel Goleman: “so it comes down to listening, not just speaking?”
Wagner Denuzzo: “yes, two-way, truly listening and being engaged with their listening.”
14 июл 2021
