When a company enrolls in Junto's Apprenticeship Program, we do an on-boarding interview during which we get to know the company's leadership team in more detail, and learn how we can customize the program to their needs.
Last month, we held our annual workshop on Vision, Mission, and Values (VMV). In addition to the half day we were with the companies and their teams, we've spent quite a few hours after the workshop discussing their drafts, exchanging ideas and suggestions, and coaching them along the way.
Leadership is like other learned activities. It's a skill, and it needs to be practiced to be done well.
Last year, we introduced a Master Class in Emotional Intelligence for our Alumni companies, for which we've received some incredible comments. One piece of feedback was particularly meaningful to me, as the instructor. The participants noted how passionate I was, not only about the topics, but about what I was learning.
When we learn, we have a responsibility to ourselves to do something about it. And when we learn as leaders, we have a responsibility to those we lead.
After six years of running The Junto Institute, there is no doubt in my mind: growing our emotional intelligence makes us better people and makes the people around us better.
There was a period during which The Junto Institute, like all new ventures, was a startup. But today, I consider it a re-startup.
Like most companies, we work our hardest to delight our customers. In fact, our most important core value is to "create remarkable experiences through ingenuity, high standards, over-communication, and details." We know we've met that standard when our graduates become repeat customers (through our Alumni program) and/or share unsolicited, highly positive feedback on their experience.
One of my favorite sayings is, "It doesn't matter how emotionally intelligent we are. What matters is how emotionally intelligent we can be." I use this mostly in two settings.
One of the core concepts of emotional intelligence is that, as leaders, our emotions and moods spread to our team. No matter how skilled we are at "hiding" our true feelings, studies have proven they come out subconsciously through unique language, tone of voice, non-verbals, and other micro-behaviors.