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“In the fields I have studied, emotional intelligence is much more powerful than IQ in determining who emerges as a leader. IQ is a threshold competence. You need it, but it does not make you a star. Emotional Intelligence can.” Warren Bennis
In today’s fast paced, global, ever changing work environment, leaders in organizations are being judged more on their personal qualities such as empathy, inspirational leadership, initiative, self awareness and adaptability, and teamwork and collaboration than they are on their intellectual capacity and technical know-how. Technical skills and intelligence are the baseline for average performance. The emotional intelligence competencies are what set apart the ‘Star” performers.
- IQ – not what you know but your innate ability to learn that stays the same across your lifespan. Same at age 7 as it is at age 67. Cognitive ability accounts for 10-25% of job performance
- EI (EQ) – EI predicts 58% of job performance and can change as it is a set of skills that with practice can create new neural connections in the brain to respond to emotions in more productive ways.
Daniel Goleman defines EI as: “The ability to recognize and understand our own emotions and those of others, for motivating ourselves, for managing emotions well in ourselves and using this awareness in our relationship with others.”
“Human beings, by changing the inner attitudes of their minds, can change the outer aspects of their lives.” William James
Our programs in emotional intelligence and leadership development include assessment, experiential learning and coaching for individual development of personal and professional effectiveness built on a framework of emotional intelligence competencies. Research on leadership effectiveness demonstrates that successful leaders share the common factor of emotional intelligence in addition to the various levels and scope of technical expertise needed to perform their function in their industry or company.
The Emotional Competence Inventory, developed by the Hay Group and based on the research of David McClellan, Daniel Goleman and Richard Boyatzis, is a competency based 360° assessment and provides the basis for skill development in the EI competencies. Our programs are supported by the self-directed learning process, a model for intentionally developing or strengthening behaviors.
Our EI and Leadership development programs include:
Assessment
- Individual assessment of Emotional Intelligence leadership competencies through the administration of the Emotional Competence Inventory, a 360° instrument
- Assessment of the organization and other existing leadership competency models in the organization, as well as the goals and the strategic objectives of the organization
- Interpretation and individual feedback of the ECI and feedback of organizational issues
Emotional Intelligence Workshops and Self-Directed Learning Process
1-2 day experiential workshops designed to support the development of Emotional Intelligence competencies: 1) Understanding emotional intelligence and the feedback report, 2) How the EI competencies are crucial to resonant leadership styles, 3) Development of a leadership development plan designed to support each individual
Coaching:
Participants will receive on-going coaching in their development work to practice the emotional intelligence competencies and behaviors through the use of one-on-one coaching and an on-line personal and professional development tool based on Emotional Intelligence
Examples of use of EI:
Selection Processes
- National US Department of Labor survey revealed corporations are increasingly listing emotional competencies as criteria for new hires
- Graduate management Admissions Council survey revealed more companies are seeking MBA’s with emotional intelligence
Leadership Effectiveness
- Center for Creative Leadership study showed poor relationships and the inability to lead teams are the most common traits of poor executives
- Egon Zehnder study showed that for managers who derail all had high levels of expertise and intelligence but many were arrogant and had a disdain for teamwork
- Hay McBer’s study of hundreds of executives at 15 global organizations including Pepsi, IBM, and Volvo found that 2/3 of the competencies deemed essential to success were EI competencies
- D. Goleman’s analysis of 181 jobs in 121 organizations found that emotional competencies were the best differentiators between star performers and typical performer