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Why Being Clever Isnt Everything

May 24, 2015

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The business case for EI.

  • 1. Being clever isnt everythingMaking the business case for emotional and social intelligence

2. The rules for work arechanging. Were beingjudged by a new yardstick:not just by how smart weare, but by how we handleourselves and each other.Daniel GolemanWorking with Emotional Intelligence, 1998 3. Table of contents 01 Why EI? 02 What is EI? 03 Why measure EI? 04 Why do organizations use EI? 2008 Hay Group. All Rights Reserved3 4. 01Why EI? 5. We find that most of thecharacteristics thatdifferentiate theoutstanding performersare these things that wecall social and emotionalcompetenciesRichard Boyatzis, 2008 6. Its tough these daysWere all trying to deliver the impossible:Change initiatives Raise acceptance and do it quickerRecruitmentGet it right first time and increase retentionDevelopmentEmbed behavior change and raise ROIInnovation More of it and faster!Strategy Good decisions, quicker, with more impactOperations Do more, with less, more flexiblySales & marketingBetter returns and a higher market shareMergers & Acquisitions Faster, problem-free integration 2008 Hay Group. All Rights Reserved6 7. does being clever help? Of course it does. In professional and technical fields people are typically in the top 20% of intelligence. Thats the threshold. But its not enough is it! So what differentiates the very best leaders and professionals within the top 20%? Employers consistently list:Communicationbeing able to listen, converse and presentAdaptabilitycreative responses to setbacks and obstaclesPersonal management motivation to work, pride, a desire to developInterpersonal effectiveness teamwork, co-operation, the skills to negotiateOrganizational effectiveness leadership potential, the desire to make a contribution Daniel Goleman, Working with Emotional Intelligence, 1998 2008 Hay Group. All Rights Reserved 7 8. The CEO says, Okay, prove to me EI worksWhat do I do?I say: Do you have an employee that you wish youcould clone? Somebody whos great.They usually say yes immediately.So I ask them: Tell me about this person. What makesthem different? What kind of impact do they have onthe people around them?Their description proves the case.I never have to justify emotional or social intelligencecompetencies. All I have to do is label them.Richard Boyatzis, 2008 9. 02What is EI? 10. The capacity for recognizingour own feelingsand those of others,for motivating ourselves,for managing emotions well inourselves and in our relationshipsDaniel Goleman 11. A simple model that captures it allSELFOTHERS the characteristics that help us deliver individually and through others Self SocialAWARENESS awareness awareness working co-operatively addressing and resolving conflict influencing individuals and groups motivating a colleagueACTIONS inspiring a team Self Relationship developing or mentoring othersmanagementmanagement performance 2008 Hay Group. All Rights Reserved11 12. The heart of EISELF OTHERS Awareness of your emotions SelfSocialAWARENESSawarenessawareness Insight into their impact on your performance Honesty in your positive and negative biasesACTIONS SelfRelationshipmanagement management 2008 Hay Group. All Rights Reserved 12 13. The fire and the brakesSELF OTHERS Self-control especially SelfSocialAWARENESS under pressureawarenessawareness The energy to do your best Openness to change and new ideasACTIONS Persistence despiteSelfRelationship obstacles and setbacks management management 2008 Hay Group. All Rights Reserved 13 14. Tuning inSELFOTHERSSelfSocial Sensing others feelings andAWARENESS awarenessawarenessperspectives Reading the organization the influencers, the networks and the dynamicsACTIONS Self Relationshipmanagementmanagement 2008 Hay Group. All Rights Reserved14 15. Making a differenceSELFOTHERSSelf Social Turning conflict into agreementAWARENESS awareness awareness Collaborating with others Having a positive impact Bringing out the best in othersACTIONS Self Relationship Bringing people together to getmanagementmanagement the job done 2008 Hay Group. All Rights Reserved15 16. Its not a fad, its not a trend.EI is the result of a long historyof analyzing social intelligence(otherwise known aswhat makes people tick). 17. The latest in a long line of great thinking Amygdala THE EMOTIONAL BRAIN Responds quickly based on: what motivates usACTUAL what we care aboutBEHAVIORPrefrontal lobesTHE THINKING BRAINAnalyzes slowly for meaning: acts as a brake is a check on motivational impulses 2008 Hay Group. All Rights Reserved17 18. 03Why measure EI? 19. The EI link to business results BusinessResults Discretionary Effort EmotionalOrganizationalIntelligence Climate What you do What youbring 2008 Hay Group. All Rights Reserved 19 20. The road to hell is paved with good intentions No one sets out to be an ineffective leader. No one tries to be bad at their job. Its more subtle than that: we get to thinking were a bit better (or worse!) than we really are we hold on to our beliefs and assumptions, despite the evidence before us we listen to what we want, or expect, to hear Its a slippery slope, isnt it? Its the difference between intention and impact. Thats why 3600 feedback is so valuable. Individuals can see their intention their own self-view mirrored back to them. But they also see their impact through the eyes of their boss, their peers, their team. They see the bit that really matters. 2008 Hay Group. All Rights Reserved20 21. Clear the fog Raising awareness is the first step to raising capability You can only change what you already know about yourself. Know more you can change more. Ask for feedback you know more.KNOWN BY SELF UNKNOWN BY SELFKNOWN BY OTHERS1 2 Joseph Luft and Harry Ingham worked it out in the 1950s. You may know it as the Johari Window.open / free blindareaarea Learning reduces your blind area Sharing what youve learned reduces your hidden areaUNKNOWN BY OTHERS Doing both reduces your unknown areahidden unknown areaarea EI feedback is the starting point3 4 2008 Hay Group. All Rights Reserved 21 22. Focus on the things you can change and, unlike IQ, you can develop EI When it comes to being clever, were pretty much stuck with what weve got. But we also know people can change. (If we dont believe that we might as well all pack up and go home now!) What makes behavior change possible? the tension between who we are and who we want to be the feeling of reward and relief when we can build on our strengths the sense of ownership when we can set our own learning agenda the challenge and support we get from people we trust 3600 EI feedback provides the focus for behavior change data on the behaviors that matter applicable to any leadership or professional role 2008 Hay Group. All Rights Reserved 22 23. Speak the same language EI is it for everyone? Is there anyone in your organization who you wish were less emotionally intelligent? Hard to imagine, isnt it? Its obvious that EI makes for better leaders and more effective professionals. But which of us hasnt felt better after a chat with the extraordinarily empathic cleaner? Or learned something important from the organizationally aware secretary. Or been influenced by the words of a brave and insightful junior colleague. EI has no limits It has the flexibility to fit any role, of any size, at any level. It helps everyone perform better. If you want to embed one set of behaviors across your organization, this is the one to go for. 2008 Hay Group. All Rights Reserved 23 24. Weve found that the people who really improve theirEI have some surprising things in common: they dont bite off more than they can chew they are really clear about the payoff for themand others if they change they focus on their strengths and make the mostof them before looking at their weaknesses they are feedback junkies tenacious aboutasking those around them how theyre doing 25. 04Why do organizations use EI? 26. Great listener Blank wallEncouragerDoubterCommunicatorSecretiveCourageous IntimidatingSense of humor Bad temperShows empathy Self-centeredDecisive IndecisiveTakes responsibilityBlamesHumble ArrogantShares authority MistrustsWho would you work best for?Taken from Daniel Goleman, Social Intelligence, 2006 27. EI accounts for leadership excellence EI competencies distinguish the stars from the average In a study of 300 top-level executives from 15 global companies 85-90% of leadership success was linked to social and emotional intelligence Spencer, L.M., Jr,. 1997are better predictors of success than previous experience or high IQIn a multinational study of 515 senior executives EI scores werehigh in 74% of successful hires, but only high in 24% of failed hires.Egon Zehnder International and they allow leaders to create high performance climatesSchools whose head teachers have high EI scoresdemonstrate the best national inspection resultsOngoing Hay Group research 2008 Hay Group. All Rights Reserved27 28. bottom-line performance EI competencies help professionals do more workIn most complex jobs a top performer is 127% more productivethan an average performer Hunter, Schmidt & Judiesch, 1990Competency research in over 200 organizations worldwideattributes of this difference to technical and cognitive ability,and to emotional competence Goleman, 1998 make more salesAt LOreal, sales professional with high EI scoressold $91,370 more than their lower-scoring peersSpencer & Spencer, 1993 and deliver more profitHigh scoring consulting partners delivered $1.2 millionmore profit from their accounts than their peersBoyatzis, 1999 2008 Hay Group. All Rights Reserved 28 29. and better outcomes across all sectors Examples from nursing Nurses and nurse managers with higher EI scores are responsible for: lower staff turnover higher frequency of professional practice behaviors higher staff, patient and doctor satisfaction Studies into the doctor-patient relationship show that doctors demonstration of empathy reduces hospital litigation issues Hay Group nursing leadership studies, 2003 & 2006 and manufacturing After supervisors in a manufacturing plant received training in emotional competencies how to listen better and help employees resolve problems on their own lost-time accidents were reduced by 50%, formal grievances were reduced from 15 to 3 per year, and the plant exceeded productivity goals by $250,000 Pesuric & Byham, 1996 2008 Hay Group. All Rights Reserved 29 30. Learn more For information on products and services to help develop your EI visit www.haygroup.com/leadershipandtalentondemand or call 1.800.729.8074! 2008 Hay Group. All Rights Reserved 30

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