Episode 180 | The Art and Science of Remarkable Leadership | Gerard Penna

Leaders have been tested over the last 24 months like never before.  Constant change is the new normal and ordinary leadership no longer cuts it.  That’s the premise of Gerard Penna’s new book Xtraordinary: The art and science of remarkable leadership. In it, Penna provides a proven and practical guide for new, emerging and experienced leaders on how to become more remarkable.

Gerard Penna is a world class international facilitator, coach, author and speaker.  He has coached, trained, and evaluated thousands of leaders; from frontline supervisors to CEOs across a vast array of industries, formulating deeply insightful views on the why, what and how of leadership.

Penna thinks there are two critical attributes that extraordinary leaders possess. And he’s identified eight essential habits for building high performing teams. His thoughts are clear and his communication precise. I loved every second of that chat!

Lessons Learned

How to be strong and warm

Gerard Penna believes there are two attributes of extraordinary leaders: strength and warmth.  Contrast that with leaders like Trump in the USA, Morrison in Australia and Bolsonaro in Brazil. Theirs was a leadership characterized by strength alone. They are bulldozers. Penna believes there’s another way.

Strength and warmth is what his book is all about. What we see in some leaders is a much clearer ability to access and demonstrate warmth, not just strength. Leaders like Angela Merkel in Germany or Jacinda Arden in Australia. These are leaders who were able to bring these two characteristics together.  They care for people and build empathy, connection.

The 8 habits of high-performing teams

  1. Be intentional
  2. Manage impressions
  3. Release energy
  4. Curiously enquire
  5. Listen deeply
  6. Connect emotionally
  7. Share perspective
  8. Regulate heat

How to connect as a leader

There is a very strong relationship between the the ability of a leader to emotionally connect with others and their effectiveness as a leader. We can ignore other people’s emotions. We can be apathetic.  Or we can demonstrate empathy and make others feel connected to you.  The choice is your!





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