The business case for emotional intelligence

1. The Business Case
For Emotional Intelligence
Michael Collins

2. What is Emotional Intelligence?
Was there ever a time …
When you said or did something out of anger that you
later regretted?
When you misread someone’s intentions or the
political climate at work?
When you found it hard to focus on a task because of
how you were feeling at the time?
… haven’t we all?

3. What is Emotional Intelligence?
“Emotional intelligence refers to the capacity
to deal effectively with one’s own and others’
emotions.
When applied to the workplace, it involves
the capacity to effectively perceive, express,
understand and manage emotions in a
professional manner.”
(Stough and Palmer, 2002)

4. What is Emotional Intelligence?
Unlike personality and IQ, EI is regarded as a
set of skills or abilities that can be learned
and developed.
Research by Swinburne University led to the
development of a five dimensional model
known as the Genos EI Instrument.

5. The Genos EI Instrument
Five Dimensions:
Emotional Recognition and Expression
Understanding Emotions
Emotions Direct Cognition
Emotional Management
Emotional Control

6. Emotional Recognition & Expression
The ability to perceive and express one’s own
emotions
People high in this dimension typically…
Find it easy to talk about their feelings with colleagues
Colleagues can easily tell how they are feeling
Can describe their feelings on an issue to colleagues
Have little trouble finding the right words to express how they
feel at work

7. Understanding Emotions
The ability to perceive and understand the emotions
of others
People high in this dimension typically…
Readily understand the reasons why they have upset
someone at work
When discussing an issue, find it easy to tell whether
colleagues feel the same way as they do
Can pick-up on the emotional tone of staff meetings
Watch the way clients react to things when trying to build
rapport with them

8. Emotions Direct Cognition
The extent to which emotions and emotional
information is utilised in reasoning and decision
making
People high in this dimension typically…
Attend to their feelings on a matter when making important
work-related decisions
Weigh-up how they feel about different solutions to work related
problems
Believe that feelings should be considered when making
important work related decisions
When trying to recall certain situations at work, tend to think
about how they felt

9. Emotional Management
The ability to manage one’s own and others
emotions at work
People high in this dimension typically…
Intervene in an effective way when colleagues get
‘worked-up’
Overcome conflict with colleagues by influencing their moods
and emotions
When stressed, remain focused on what they are doing
When upset by a colleague, think through what the person
has said and find a solution to the problem

10. Emotional Control
The ability to effectively control strong emotions
People high in this dimension typically…
Overcome anger at work by thinking through what’s causing it
Find it easy to concentrate on a task when really excited
about something
Can be upset at work and still think clearly
When anxious, remain focused on what they are doing

11. 1. Emotional
Emotional Intelligence
Recognition &
Expression
2. Understanding
Emotions
3. Emotions
Direct
Cognition
4. Emotional Management
5. Emotional Control

12. Why is EI Important?
Research conducted by Swinburne University (with
Australian companies) has found a relationship
between EI and:
Occupational stress
Absenteeism
Teamwork effectiveness
The quality of interpersonal relationships
Performance (customer service and sales)
Innovation and creativity
Job satisfaction and organisational commitment

13. Why is EI Important?
We also know that EI is related to:
Successful leadership styles:
– ‘Transformational’ as opposed to ‘Transactional’ or ‘Passive-
Avoidant’ leadership behaviours
Salary, number of direct reports and level of
management/ leadership responsibility
Research shows that about 36% of the variance in
Australian leadership success can be accounted
for by EI

14. Why is EI Important?
Some real-life applications:
Helping managers and staff give and receive
feedback (eg. performance appraisals)
Helping managers develop effective coaching skills
Helping sales professionals understand their
customer’s needs more effectively
Helping staff deal with frustrated customers more
effectively
Helping managers and staff deal with workplace
stress and conflict more effectively

15. How can we develop EI?
Insight I can see my strengths and gaps
Motivation I can see the value in closing these
gaps
Planning I have an action plan that will close
these gaps
Activity
My perspective has been
considered when selecting
development activities
Consolidation My learning will be reinforced over
the longer term
Tracking I can measure my achievements

16. Insight, Motivation & Planning
Initial information sessions:
What is EI?
How does it help me to be more effective at work?
What’s the plan going forward?
On-line self or 360-degree EI assessment
One-to-one or group interpretation sessions
Individual development planning

17. Activity
One-to-one coaching
Group coaching
Group workshops:
Understanding how EI supports interpersonal
effectiveness (eg. communication, leadership or
teamwork)
Skill development activities
Direct application to workplace issues

18. Consolidation
Team meetings
Review and reinforcement sessions
Workplace projects
Peer-group learning
Internal coaching or mentoring
External coaching (one-to-one or group)
Posters, reminders, intranet

19. Tracking
On-line self or 360-degree EI assessment
One-to-one or group interpretation session
Group reports

20. Five Key Lessons
1. The need for senior management
commitment and support
2. Making a clear link between EI and its
practical application in the workplace
3. The importance of up-front information
sessions
4. Effective debriefing and interpretation of EI
reports
5. The importance of follow-up and regular
reinforcement activities

21. Questions?