Who hasn't heard of the "absent-minded professor"? These individuals illustrate the reality that intelligence in principle doesn't always equate to intelligence in practice. Smart actions are mostly proactive versus reactive in nature. Smart business and interpersonal decisions stem from measured and strategic thought… and this means thinking beyond both the moment and oneself. Of course, this is much easier said than done, as research on brain functioning shows that humans are fundamentally hardwired to think and act in more reactive ways. Yet many studies also validate the critical importance of Emotional Intelligence (EQ) and Self- Awareness in thinking beyond oneself to function effectively as a leader. Relating to others, reading and responding to social cues and adapting presentation and messaging style are the advantages that come with a high EQ. It also takes keen self-awareness to recognize one's limitations and be receptive to the value that others bring to the table. It also takes high EQ and self-awareness to know both when and how to address conflict.

Sadly, we have observed poor EQ, self-awareness and social skills as one of the most pressing blind-spots in the C-suite. In particular, having worked with global hospitality companies for more than two decades on various workplace psychology issues large and small, there's one problem that consistently persists at the C-level (even including Board of Directors) – the failure of execs to confront bad habits or underdeveloped skills in direct reports, and especially when it concerns an organization's rising stars. The sign of great leadership is one's effectiveness at identifying and grooming new, impactful leaders.

All too often, however, bosses allow bad habits and counter effective attitudes and behaviors to slide. Why? Most people strive to avoid any conflict, or they choose the path of least resistance because typically there is a difference between doing the right thing versus the easy thing. It takes courage and grit to have difficult conversations with those we have rapport and rely on to help achieve our goals; it's more expeditious and painless to put one's head in the sand and rationalize that the pros in our team members and direct reports outweigh the cons. But that mentality actually shows a paucity of heart and soul to those team members and customers that we serve.

Organizations have two primary systems – Business Practices and People Practices. Smart leaders know that these two issues are interrelated and co-dependent, which is why the issue of how a leader brings about results is just as important as getting the results in the first place. Therefore, smart thinking – rooted in the values of empathy, accountability, and self- motivation – is absolutely required to know what is the right thing to do and having the tenacity to do it. Team members follow the examples set by leaders, so it was never more apropos to remember that "people watch what you do, more than listen to what you say."

Having "heart and soul" goes beyond treating others well; it entails a leader caring about brand and culture to such a high level that smart actions are the norm, deviations from standards are always taken seriously, and in the process, every team member is proactively supported, as much as possible, for peak performance and ongoing success.

For more insight on the topic of solitude in leadership roles, read Keith Kefgen with James Houran, Ph.D.'s new book, The Loneliness of Leadership, based on three years of research and observations on CEOs in the field of hospitality visit:www.aethoscg.com/services/books or http://www.lulu.com/shop/keith-kefgen/loneliness-of-leadership-solitude-to-success/paperback/product-22612483.html to order your copy.

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