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Emotional IntelligenceHow this concept can be a very useful workplace tool to better understand yourself, your people and their talentAlthough the term 'emotional intelligence' (EI) has been around for some years, there is still a degree of misunderstanding as to what is actually being referred to. EI, its influence on the workplace and leadership success, and its use as a tool to measure and develop employees, is a concept that still generates debate for a number of reasons. What is EI?Emotional Intelligence challenges the notion that emotions are best left out of the workplace, and then there's the general human fear of emotions and confrontation. As a concept originated by US psychologists Salovey and Mayer in 1990, Daniel Goleman popularised the idea in his 1995 bestselling book 'Emotional Intelligence' and caused an explosion of interest. Emotional intelligence was defined by Salovey and Mayer as intelligence in the traditional sense - an ability to recognise emotions and their relationships, and the ability to reason and solve problems on their basis. Goleman's model considers the personal and social capabilities of outstanding performers. More recently BarOn's model defines EI as an array of non-cognitive abilities, competencies and skills that influence the ability to succeed in coping with environmental demands. The concept covers:
Why use EI in the workplace?EI is deemed to be able to identify and develop effective leaders. In fact, some studies show 36% of leadership success has been claimed as being accounted for through EI (Genos). An EI tool is particularly suited to working with one-on-one coaching participants. And with the changes of values coming into the workplace through Generation X, a more people-focused style of leadership has become necessary. The issues that can be addressed with EI are:
The whole concept of Emotional Intelligence has been tested in Australia Post in the 6 months to April 2005 where the finance and services division piloted a leadership coaching program as part of an overall development plan*. The Emotional Intelligence assessment and development program was used in this case, and results showed that change was substantial. "We saw 70 per cent behavioural change. The biggest improvement was in getting buy-in for decisions," said Carla Acuna, HR Manager with Australia Post. Changes also appear to flow over into personal lives, with improvements being reported in relationships generally. What about ROI?David Rosete, an organisational psychologist and part-time lecturer at the University of Wollongong, researched 120 senior managers as part of his PhD thesis. He found strong links between emotional intelligence, performance review ratings and pay increases. Having subjected the participants to several psychology tests and an independently audited 360 degree performance management system, he found EI can predict higher performers beyond cognitive ability and personality. Additionally, the leaders who rated higher on EI scales received higher pay increases. How do you choose an EI consultant?Participants to a program covering Emotional Intelligence need to connect with that person, as the process involves a degree of 'soul baring'. They will also need to be a strong change consultant or driver who understands when to intervene, when to leave alone and who to support. Another important factor is to ensure the consultant you choose uses EI as part of their array of tools, knowing when to apply the specific insights offered. If you'd like to discuss your training and coaching needs in relation to Emotional Intelligence, please contact us. * Taken from article "Emotional intelligence: Is it ready for the workplace?", Human Resources, pg 16-17, 5 April 2005.
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