Emotional Intelligence: An Opportunity for EA
Professionals in Organizational Consulting
Handouts
O Emotional Intelligence quizzes (websites)
O Emotional Intelligence Fact Sheet
O The Five Pillars of Emotional Intelligence
O Emotional Intelligence: Improving yourself in each of the five elements
O Emotional Intelligence: Managers do you?
O Emotional Intelligence: What are your strengths and limitations?
O Building Emotional Intelligence in your organization
O Books on Emotional Intelligence
Emotional Intelligence Quizzes
Emotions covered in 20 photos: Determining emotions by facial
expressions. Check this one out:
www.greatergood.berkeley.edu/ei_quiz/
I recommend this one:
www.atrium.haygroup.com/us/quizzes/emotional-intelligencequiz.aspx
Two others:
www.Psychology.about.com/library/quiz/bl_eq_quiz
www.queendom.com>tests>iqtests
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 the 2013/2014 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 on recruitment costs in one program, (U.S. Pararescue 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
Books On Emotional Intelligence
O Mitch Anthony, Selling with E.Q. 2003.
O Warren Buffett, On Becoming a Leader 2009.
O Travis Bradberry and Jean Greaves, The Emotional Intelligence Quick Book
2005.
O Jeanne Ann Craig, Ph.D. It’s Not How Smart You Are, It’s How You Are
Smart. 2001.
O Cary Cherniss and Mitchell Adler, Promoting Emotional Intelligence in
Organizations 2000.
O Christine Comaford, Smart Tribes: How Teams Become Brilliant Together.
2013.
O David R. Caruso and Peter Salovey, The Emotionally Intelligent Manager
2004.
O Harvey Deutschendorf, The Other Kind of Smart: Simple Ways to Boost
Your Emotional Intelligence for Greater Personal Effectiveness, and
Success. 2009.
O Daniel Goleman, Working with Emotional Intelligence , 1998.
O Daniel Goleman, Leadership: The Power of Emotional Intelligence. 2011.
O Daniel Goleman, Emotional Intelligence: Why It Matters More Than I.Q.
1995.
O Cary Cherniss and Daniel Goleman, The Emotionally Intelligent Workplace ,
2001.
O Daniel Goleman, Social Intelligence: The New Science of Human
Relationships. 2002.
O Daniel Goleman, Richard Boyatzis and Annie McKee, Primal Leadership:
Learning to Lead With Emotional Intelligence, 2004.
O Daniel Goleman, The Brain and Emotional Intelligence: New Insights, 2011.
O Daniel Goleman, Focus: The Hidden Driver of Excellence. 2013
O Marcia Hughes and Ann Miller, Developing Emotional and Social
Intelligence, 2010.
O Marcia Hughes, Life’s 2% Solution, 2012.
O Marcia Hughes, L. Bonita Patterson, and James B. Terrell, Emotional
Intelligence in Action: Training and Coaching, Activities for Leaders, 2012.
O Patrick Lencioni, The 5 Dysfunctions of a Team,2002.
O Adele B. Lynn, The E.Q Difference, 2004.
O Linda Lantieri, Building E.I. 2008.
O Anthony Mersing, Emotional Intelligence for Project Managers: The People
Skills You Need to Achieve Outstanding Results. 2002.
O Steve Neal, Lisa Spencer Arnell, and Liz Wilson, Emotional Intelligence
Coaching: Improving Performance for Leaders, Coaches, and the Individual.
2012.
O David Ryback, Putting Emotional Intelligence to Work 1997.
O Laurence E. Shapiro, Ph.D., How To Raise A Child With High E.Q: A Parent’s
Guide to Emotional Intelligence. 1998.
O Byron Stock, Smart Emotions for Busy Business People, 2008.
O Steven Stein, PH.D. and Howard E. Book, M.D., The E.Q. Edge: Emotional
Intelligence and Your Success 2001.
O Marilyn Tam, Ph.D. The Happiness Choice. 2013
O Bob Wall, Coaching for Emotional Intelligence: The Secret to Developing the
Star Potential in Your Employees. 2006
O Bob Wall, Working Relationships Using Emotional Intelligence, 2008.
O Hendrie Weisinger,Ph.D, E.I at Work: The Untapped Edge of Success. 2000.