EMOTIONAL INTELLIGENCE: HOW TO USE EI TO IMPROVE COACHING AND MANAGEMENT PERFORMANCE

Transcription

1 EMOTIONAL INTELLIGENCE: HOW TO USE EI TO IMPROVE COACHING AND MANAGEMENT PERFORMANCE Jim Henderson Assistant Professor School of Business Alverno College President Global HR Business Solutions May 5,

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3 SESSION AGENDA Why are we here? EI / EQ What is it and why does it matter? - Business case for EI - Research Just the Facts How do you measure EI / EQ? How to use EI / EQ in the workplace - Case study example + personal experience Summary & Conclusions Q&A Before you go After we re done: Additional Resources + Tools 3

4 WHY ARE WE HERE TODAY? Better understand EI / EQ Bottom-line impact of EI interventions Use EI to recruit, select, train, and promote high performers - Who can drive productivity & results to higher levels Feel more confident in influencing key stakeholders 4

5 A QUICK POLL Please choose your current role within HR: Talent Mgmt or Training Recruiting Selection Staffing HR Generalist or Business Partner Other HR role Don t work in HR 5

6 A QUICK POLL Please choose your current comfort level with Emotional Intelligence (i.e. understanding the framework, concept, definition): Very comfortable Somewhat comfortable Aware but not comfortable in using/applying New to the idea of EI / EQ 6

7 EQ / EI: WHAT IS IT AND WHY DOES IT MATTER? Emotional Intelligence Is the Other Kind of Smart! 7

8 EQ / EI: WHAT IS IT AND WHY DOES IT MATTER? 8

9 EQ / EI: SAMPLE KEY SKILLS Working well on a team. Clear, effective communications - requires strong cognitive empathy. Active listening skills. Adapting well to change. Such flexibility signifies good self-management. Smooth interactions with a wide variety of people. Thinking clearly and solving problems under pressure. A combination of self-awareness, focus, and quick stress recovery. 9

10 THE BUSINESS CASE FOR EI: EMOTIONAL INTELLIGENCE IS LINKED TO PERFORMANCE. 10

11 JUST THE FACTS EI RESEARCH The evidence is increasingly compelling. The measurable, learnable skills of EI make a significant impact on organizational performance. 11

12 HOW DO YOU MEASURE EI / EQ? BarOn Emotional Quotient Inventory Emotional & Social Competence Inventory (Hay Group multi-rater) Emotional & Social Competence Inventory U (Hay Group multi-rater) Genos Emotional Intelligence Inventory Group Emotional Competency Inventory Mayer-Salovey-Caruso EI Test (MSCEIT) Schutte Self Report EI Test Trait Emotional Intelligence Questionnaire (TEIQue) Work Group Emotional Intelligence Profile Wong's Emotional Intelligence Scale 2013 Consortium for Research on Emotional Intelligence in Organizations 12

13 ANOTHER QUICK POLL Please select your new comfort level with Emotional Intelligence (i.e. understanding the framework, concept, definition): Very comfortable Somewhat comfortable Aware but not comfortable in using/applying Still struggling with the idea of EI / EQ 13

14 USING EI IN THE WORKPLACE FedEx Express case study Jim s experience within HR + across organizations Yale s management school added a test of emotional intelligence to its admissions process. 14

15 CASE STUDY: EMOTIONAL INTELLIGENCE FOR PEOPLE-FIRST LEADERSHIP AT FEDEX EXPRESS Integrating EI assessment and development into a sixmonth process for new managers world-wide, the FedEx Express team at their Global Learning Institute is building the skills and expertise for people-first leadership. 15

16 JIM S EXPERIENCE WITH EI USE - BOTH WITHIN HR + ACROSS AN ORGANIZATION Teambuilding + conflict resolution + coaching within HR in combination with DISC Key success factors sharing + trust + EI skills role modeled by group leader Organization-wide, embedded in corporate competencies + culture change + succession planning + mgmt./leadership development Key success factor holistic integration 16

17 JIM S EXPERIENCE COMPETENCY MODEL Can be used for selection/hiring, training, succession planning 17

18 COMPETENCY MODEL OVERLAP WITH EI SKILLS ENGAGEMENT in process 18

19 KEY INSIGHT: UNIQUE INTERSECTION OF 3 FACTORS: - PERFORMANCE - ENGAGEMENT - EMOTIONAL INTELLIGENCE + ALIGNMENT WITHIN HR STRATEGY AND ARCHITECTURE 19

20 NOT EXPLORED TODAY, BUT CRITICAL IN TODAY S GLOBAL MARKETPLACE: EMOTIONAL AND SOCIAL INTELLIGENCE COMPETENCIES: CROSS CULTURAL IMPLICATIONS Cross Cultural Management: An International Journal Focus on cultural issues re applied use of emotional and social intelligence competencies in diverse cultures. Articles include data from various countries including India, Peru, China, Italy, Australia, and the United States. Special issue Guest Editors: Robert Emmerling & Richard Boyatzis (Vol. 19 Issue ) 20

21 WHERE HAVE WE BEEN? SUMMARY of KEY TAKE-AWAY s EI = strongest predictor of performance, explaining 58% of success in all jobs, and the strongest driver of leadership and personal excellence = strong business case EI = skills that can be measured & learned + rounds out the whole person at work EI = key skills that are core to high performance = teamwork; listening; adaptability EI = can be smoothly aligned / integrated with HR strategy + programs competencies, culture/values, selection criteria, performance management, etc. global cross-cultural / diversity applications and value-add EI = doesn t require significant or costly training or certification EI = relatively easy to understand, communicate, train, measure, and to use (self too) 21

22 SHARE YOUR RESPONSES BY TYPING IN THE QUESTIONS AREA ON YOUR CONTROL PANEL 22

23 TYPE YOUR QUESTIONS IN YOUR CONTROL PANEL Leave contact info so I can follow up with you 23

24 LET S STAY CONNECTED! Leave contact info so I can follow up with you Jim.henderson@alverno.edu LinkedIn: Additional Resources listed on webinar page + available by request from Jim Thank you for joining us today! 24