Emotional Intelligence Training & Coaching
What is Emotional Intelligence?
Self-Awareness: Awareness of one’s emotions and using it to guide one’s behavior. It is awareness of strengths and weaknesses and being confident in working towards goals.
Self-Management: Ability to handle anger and frustration in a positive way and to put off immediate gratification in pursuit of a larger goal. It is the ability to deal with stress without falling apart and to cope in healthy ways. It is adapting to changes easily and expressing motivation and optimism in the face of obstacles.
Social Awareness: Ability to see things from another’s point of view and to see a situation accurately. It is also one’s involvement and willingness to work with others for the common good of the group.
Social Skills: Ability to develop and maintain close relationships which involves honesty and trustworthiness. It is one’s skill in working with others: communication, cooperation, assertiveness and negotiation of differences. This area of EQ includes the leadership skills of influencing and developing others.
EQ Is The Ability To:
• Integrate thinking and feeling to make optimal decisions
• Recognize, understand and use emotions to manage your behavior and your relationships
• Make the most out of your education and experiences to reach your goals
EQ: Biggest predictor of performance and strongest driver of personal and professional success!
Why is emotional intelligence important?
One’s IQ can predict how successful one will be in school but not in life. In the 1990’s Daniel Goleman wrote 2 books, Emotional Intelligence (1995) and Working with Emotional Intelligence (1998) in which he popularized how important these skills are in career success. He documents years of research and examples on how these personal and social competencies are better predictors of personal and career success than one’s IQ.
In his research at nearly 200 companies, Daniel Goleman found direct ties between emotional intelligence and measurable business results. Hiring, training and developing employees and leaders in emotional intelligence lead to decreased attrition rates, increased performance, improved customer satisfaction and higher sales and profits. Emotional intelligence differentiated between high and low performers and was crucial in being a good leader. (Harvard Business Review, 2004)
Talent is becoming increasingly scarce. People want leadership with vision. Emotional intelligence can shape an organization’s culture to develop effective leadership that develops and retains talented employees. (The 2012 Workplace Issues Report, Joshua Freedman, Six Seconds, February 2012)
Leaders with high levels of EQ: Create work climates that have high levels of information sharing, trust, healthy risk-taking, and ongoing learning. Leaders with low levels of EQ: Create work climates that have higher levels of fear and anxiety. (D. Goleman, et al, Primal Leadership: Realizing the Power of Emotional Intelligence, 2002)
“The fundamental task of leaders…is to prime good feeling in those they lead. That occurs when a leader creates resonance – a reservoir of positivity that frees the best in people. At its root, then, the primal job of leadership is emotional.”
~ Daniel Goleman, Primal Leadership: Realizing the Power of Emotional Intelligence, 2002
Emotional Intelligence Services:
Training: 3 hours in length; 25 participants or less
Coaching: An option to add coaching to a training package; 3-6 sessions per participant
Assessments & Feedback: Training combined with coaching is best method of helping leaders develop and deepen their EQ skills and to apply them to their current work situations. Results published in January 2001 concluded that “ordinary training typically increased productivity by 22%, while training combined with coaching increased productivity by 88%” (International Personnel Management Association, IPMA, 2001)
We start with the EQ – i or an emotional intelligence assessment which allows one to gauge where they are and reflect on areas they want to develop.
IQ contributes only 4-10% towards a leader’s success. But the higher up you are in an organization, the more emotional Intelligence determines your leadership success, contributing as much as 85-90%. (D. Goleman, Working with Emotional Intelligence, New York: Bantam Books, 1998)
For 515 senior executives analyzed by search firm Egon Zehnder International, those primarily strong in Emotional Intelligence were more likely to succeed than those who were strongest in either- relevant previous experience or IQ. (C. Cherniss and D. Goleman, The Emotionally Intelligent Workplace, San Francisco: Josey-Bass 2001)
Analyses done by dozens of different experts in close to 500 corporations, government agencies and non-profit organization worldwide have arrived at remarkably similar conclusions…all point to the paramount place of emotional intelligence in excellence on the job … in virtually all jobs. (D. Goleman, Working with Emotional Intelligence, New York: Bantam Books, 1998)
Companies have demonstrated that using EQ in training and organizational climate change can reduce costs associated with turnover, absenteeism and low performance. EQ leaders foster a workplace conducive to high performance which yield higher productivity, retention and profitability. If 70% of workplace issues are tied to leadership, it makes sense for an organization to help leaders work with and through people. (Business Case for Emotional Intelligence, J. Freedman and T. Everett, 2008)