Emotional Intelligence: An Opportunity for EA Professionals in Organizational Consulting
Handouts
OEmotional Intelligence quizzes (websites)
OEmotional Intelligence Fact Sheet
OThe Five Pillars of Emotional Intelligence
OEmotional Intelligence: Improving yourself in each of the five elements
OEmotional Intelligence: Managers do you?
OEmotional Intelligence: What are your strengths and limitations?
OBuilding Emotional Intelligence in your organization
OBooks on Emotional Intelligence
Emotional Intelligence Quizzes
Emotions covered in 20 photos: Determining emotions by facial expressions. Check this one out:
I recommend this one:
Two others:
Emotional Intelligence Fact Sheet
Many coaches use the E.Q.–I and E.Q 360 and the Baron EQ-i.
Yale’s School of Management has added an E.I. test to its admissions requirements. Bloomberg’s Business week
One in five people said, “Caring about people like me” was the key factor in their choice of President. Obama scored 82% to Romney’s 18% on who they believed was more “empathetic.” Washington Post exit poll
90 % of businesses see the importance of E.I. in business. Only 22% are using it.
“90% of top leadership performers have a high amount of E.I.” Harvey Deutschendorf, 2013
71% of hiring managers said they value emotional intelligence over I.Q. Harris Interactive, 2001.
Some companies are now incorporating emotional intelligence measures into the hiring process, job descriptions and measuring performance evaluations.
24% of hiring managers said they are placing greater emphasis on emotional intelligence when hiring and promoting post-recession, according to a Career Builder survey.
Unhappiness among workers in America is costing a shocking $300 billion per year in lost productivity.
Gallup estimates that workers who are actively disengaged cost the U.S. as much as $550 billion in economic activity yearly.
Seven out of 10 workers have “checked out” at work or are “actively disengaged,” according to the Gallup survey. (Poll covered 2010-2012).
Employee retention: Many studies show that the total cost of losing an employee can range from tens of thousands of dollars to 1.5-2x annual salary. “Employee Retention Now a Big Issue: Why the Tide has Turned” by Josh Bersin. Principle and founder of Deloitte. 8/13.
70-90 % of workplace bullies are supervisor and managers.” Anti-bullying Advocacy: An Unrealized EA Opportunity” by Gary and Ruth Namie in Journal of Employee Assistance, 3rd Q. 2003.
Bullying is responsible for:
83% 0f staff turnover
87% of absenteeism
21-58 % of reduced efficiency
19-28 % of decline in work quality
10 % of mediations or grievances
10 % of employee errors
18 % of employees’ reasons for seeking counseling. Esque Walker
Only 19% of 411 employees surveyed in U.S. and Canada reported being satisfied with their jobs. 16% were somewhat satisfied. Two thirds said they were not happy at work. Susan Adams, Right Management, 5/12
Survey of 30,000 workers worldwide showed that between 28-56% of employees in 17 spots worldwide wanted to leave their jobs.In the U.S., 32% wanted to find new work.
“Worldwide employee turnover is set to spike in 2014, reaching 23.4% in 2018.” Daniel Goleman, Susan Adams--Mercer Survey, 11/11
Stress is the number one workforce risk issue, ranking above physical inactivity and obesity, according to the2013/2014 Towers Watson Staying@Work Survey. However, only 15% of employers identify improving the emotional/mental health (i.e., lessening the stress and anxiety) of employees as a top priority of their health and productivity programs. 11/13/13
Poll of nearly 240,000 fulltime workers and 66,000 part-time workers, determined that 10.8 % of full-time workers have received a depression diagnosis. 16.6 % of part-time workers had received the diagnosis. Gallop-Healthways Well Being Index
Three quarters of employees aren’t fully engaged at their jobs. Dale Carnegie Training
A series of studies found a correlation between low EQ and theft and shrinkage while another study in the construction industry found that workers with low EQ had a higher likelihood of on the job injuries. Zerorisk HR, Inc.
10 reasons your top talent will leave you:
40 % don’t respect the person they report to;
50 % say they have different values than their employer.
More than 70 % don’t feel valued or appreciated by their employer.
Forbes Magazine, 12/13/12.
The best-managed teams (top 25%) versus the “worst-managed” (bottom 25%) teams in any workplace had 50 % fewer accidents and 42 % fewer quality defects. In the same report, Clifton stated that disengagement, which results from terrible managers, is driving up the country’s health care costs. Jim Clifton, Gallop Chairman and CEO in State of the American Workforce. 2013.
Plants that had higher organizational engagement achieved higher bottom-line results and a drop in employee turnover rate of 63%. European study conducted by Six Seconds, The Emotional Intelligence Network.
The U.S. Air Force saved $19 million onrecruitment costs in one program, (U.S. Para-rescue Jumper program).Reduced turnover rates of recruits
High scores on 5 factors: assertiveness, empathy, happiness, self-awareness, and problem solving
2.7 x more likely to succeed
Retention rate increased by 92%
$2.7 in savings
85 % of your financial success is due to skills in “human engineering,” your personality, and ability to communicate, negotiate, and lead.
Only 15% is due to technical knowledge.” Carnegie Institute of Technology
“EQ was the best predictor of who the “star performers” would be in a group of engineers. The “adaptability” factor of the EQ-i turned out to be the best single predictor, accounting for 25% of the variance.” Bar-on EQ-i data
Top performers average 30% higher on E.I than others. (Hospital study).
27-45% of success in the workplace can be attributed to Emotional Intelligence. (no citation)
In interviews with two million employees at 700 companies, researchers found that most workers rate having a caring boss even higher than money or fringe benefits. It also found that the length of time employees stay at companies and their level of productivity are directly related to the relationships they have with their immediate supervisor. Gallop Organization
91% of Canadian managers and supervisors recognize the importance of improving their E.Q. and believe it is possible to do so. Workplace Strategies for Mental Health, 10/18/12
One study of 44 Fortune 500 companies found that salespeople with high EQ produced twice the revenue of those with average or below average scores. Hay Group study
A Fortune 500 company in financial services proved that their high EQ salespeople produced 18% more than the lower salespeople. Hay Group study
A Texas-based fortune 500 company, after using an emotional intelligence-based selection assessment and EQ training and development program, increased retention rate by 67% in the first year. Hay Group study
A large metropolitan hospital reduced its critical care nursing turnover from 65 % to 15% within 18 months of implementing an emotional intelligence screening assessment. Hay Group study
Emotional Intelligence: The Five Pillars
Daniel Goleman
Self-Awareness
“Comfort in our own skin”
Understanding our strengths, limitations, emotions, and their impact on others
Having a strong sense of one’s worth and capabilities
Self-confidence
Realistic self-assessment
Self-depreciating sense of humor
Self-Regulation (self-management)
Can demonstrate maturity (the gap between impulse and action) and restraint when revealing themselves
Suspending judgment and control/think before acting
Flexibility in dealing with changing situations and obstacles
Inhibiting emotions in the service of the group or organizational norms
Ignore distractions and temptations in pursuit of goals
Trustworthiness and integrity
Comfort with ambiguity
Openness to change
Motivation
Strong inner drive to achieve, not just for money and titles.
Resilient and optimistic
Pursue goals with energy and persistence
Organizational commitment
Empathy/Social awareness/social competencies
Like people and know what makes them tick
Compassion and understanding of human motives that allow them to connect emotionally
Ability to pick up on others’ emotions and cues and react to them
Consider others’ feelings in decision making
Taking time to listen to the concerns of others
Perceiving political relationships within the organization
Cross cultural sensitivity
Service to clients and customers
Social/People skills/relationship management
Good at managing relationships, communicate efficiently, manage conflict
Inspiring and guiding teams of people
Helping others to improve performance
Initiating or managing change
Resolving disagreement
Persuasiveness in getting others to agree with you
Finding common ground and building rapport
Creating a shared vision and synergy
Emotional Intelligence: Improving Yourself in Each of the Five Elements
Self Awareness
Keep a journal
Slow down
Self regulation
Know your values
Hold yourself accountable
Practice being calm
Motivation
Reexamine why you are doing your job
Know where you stand
Be hopeful and finds something good
Empathy
Put yourself in someone else’s shoes
Pay attention to body language
Respond to feelings
Social skills
Learn conflict resolution
Improve your communication skills
Learn how to praise others
Daniel Goleman in Mind tools.com
Emotional Intelligence
As a manager do you?
Make employees feel that we are “all in this together?
Are employees’ suggestions, concerns, and challenges acknowledged and when possible, acted on?
Do your employees feel valued? How do you know?
Are your employees listened to? Do they think so?
Do you have a strong set of corporate values, a mission statement and specific goals?
Do you help direct employee energy and help them see how their individual contributions are part of a greater whole?
Do you invest time listening, gathering feedback, and incorporating that feedback into company policy and its mission statement?
Do you help employees achieve their full potential through making educational and career advancement opportunities available and encouraging employees to use these resources?
Do you pay attention to employee struggles to manage work and home life?
From “Why do good employees leave (and how to keep them?” Sharon Florentine, 10/30/13
Emotional Intelligence
What are your strengths and limitations?
Are you usually aware of your feelings and why you feel that way?
Are you aware of your limitations as well as your personal strengths, as a leader?
Can you manage distressing emotions well--e.g. recovering quickly when you get upset or stressed?
Can you adapt smoothly to changing realities?
Do you keep your focus on your main goals, and do you know the steps it takes to get there?
Can you usually sense the feelings of the people you interact with and understand their way of seeing things?
Do you have a knack of persuasion and using your influence effectively?
Can you guide a negotiation to a satisfactory agreement and help settle conflicts?
Do you work well on a team, or do you prefer to work on your own?
Daniel Goleman in “How to Evaluate Your Own Emotional Intelligence.” 6/27/13
Building Emotional Intelligence in Your Organization
1)Start with yourself.
Lead by example-practice E.I.
2)Let the team know how E.I. will benefit them professionally and personally.
3)Develop self-awareness
Ask for opinions on decisions
Ask for thoughts and feelings
Set aside time to discuss difficult issues
4) Strengthen communication
Teach body language
Create avenues for “venting” negative emotions
Avoid Group Think
Think positively
5)Encourage healthy conflict
Teach conflict resolution skills
Set ground rules
6)Set specific learning goals
Do a personal SWOT analysis
Set specific individual goals
Provide construction feedback
BooksOn Emotional Intelligence
OMitch Anthony,Selling with E.Q. 2003.
OWarren Buffett,On Becoming a Leader 2009.
OTravis Bradberry and Jean Greaves, The Emotional Intelligence Quick Book 2005.
OJeanne Ann Craig,Ph.D. It’s Not How Smart You Are, It’s How You Are Smart. 2001.
OCary Cherniss and Mitchell Adler,Promoting Emotional Intelligence in Organizations 2000.
OChristine Comaford, Smart Tribes: How Teams Become Brilliant Together. 2013.
ODavid R. Caruso and Peter Salovey,The Emotionally Intelligent Manager 2004.
OHarvey Deutschendorf, The Other Kind of Smart: Simple Ways to Boost Your Emotional Intelligence for Greater Personal Effectiveness, and Success. 2009.
ODaniel Goleman, Working with Emotional Intelligence , 1998.
ODaniel Goleman, Leadership: The Power of Emotional Intelligence. 2011.
ODaniel Goleman,Emotional Intelligence:Why It Matters More Than I.Q. 1995.
OCary Cherniss and Daniel Goleman,The Emotionally Intelligent Workplace , 2001.
ODaniel Goleman,Social Intelligence: The New Science of Human Relationships. 2002.
ODaniel Goleman, Richard Boyatzis and Annie McKee, Primal Leadership: Learning to Lead With Emotional Intelligence,2004.
ODaniel Goleman, The Brain and Emotional Intelligence:New Insights,2011.
ODaniel Goleman, Focus: The Hidden Driver of Excellence. 2013
OMarcia Hughes and Ann Miller, Developing Emotional and Social Intelligence,2010.
OMarcia Hughes, Life’s 2% Solution,2012.
OMarcia Hughes, L. Bonita Patterson, and James B. Terrell, Emotional Intelligence in Action: Training and Coaching,Activities for Leaders,2012.
OPatrick Lencioni, The 5 Dysfunctions of a Team,2002.
OAdele B. Lynn, The E.Q Difference, 2004.
OLinda Lantieri, Building E.I. 2008.
OAnthony Mersing, Emotional Intelligence for Project Managers:The People Skills You Need to Achieve Outstanding Results. 2002.
OSteve Neal, Lisa Spencer Arnell, and Liz Wilson, Emotional Intelligence Coaching: Improving Performance for Leaders, Coaches, and the Individual. 2012.
ODavid Ryback, Putting Emotional Intelligence to Work1997.
OLaurence E. Shapiro, Ph.D., How To Raise A Child With High E.Q: A Parent’s Guide to Emotional Intelligence. 1998.
OByron Stock, Smart Emotions for Busy Business People, 2008.
OSteven Stein, PH.D. and Howard E. Book, M.D., The E.Q. Edge: Emotional Intelligence and Your Success 2001.
OMarilyn Tam, Ph.D. The Happiness Choice. 2013
OBob Wall, Coaching for Emotional Intelligence: The Secret to Developing the Star Potential in Your Employees. 2006
OBob Wall, Working Relationships Using Emotional Intelligence, 2008.
OHendrieWeisinger,Ph.D, E.I at Work: The Untapped Edge of Success. 2000.