<ul><li>Planning / Reviewing </li></ul><ul><li>Delegation </li></ul><ul><li>Problem Solving </li></ul><ul><li>Assessment /...
The Importance of Emotional Intelligence One of Goleman‘s research findings RI 33% EI 66% RI 15% EI 85% All kinds of jobs ...
The Quadrants of EQ Self    Others Actions   Awareness Self  Awareness  Awareness   of Others Self    Social Management   ...
Our Working Context <ul><li>Emotional Intelligence (EQ) </li></ul><ul><li>is an attitude, a way of being </li></ul><ul><li...
Potential <ul><li>How much of our total potential do we normally express? </li></ul><ul><li>What is the principial inner o...
The Inner Game <ul><li>The opponent within one‘s own head is more daunting than the one on the other side of the net. </li...
COACHING Principles <ul><li>AWARENESS RESPONSIBILITY </li></ul><ul><li>„ Self-Realised High „The Choice to </li></ul><ul><...
Coaching <ul><li>Key Priciples </li></ul><ul><li>Awareness and Responsibility </li></ul><ul><li>Skills </li></ul><ul><li>E...
4 Fources of Psychology <ul><li>Fourth : Transpersonal Psychology </li></ul><ul><li>Self-Realisation – Responsibility </li...
Developmental Journey Spiritual / Qualitative / Values Psychological / Quantitative / Achievement The Higher Self Crisis o...
Multiplicity <ul><li>... there are times when I look </li></ul><ul><li>over the various parts of my character </li></ul><u...
Sub-Personalities <ul><li>are indentifications with: </li></ul><ul><li>Roles  (father, worker, boss) </li></ul><ul><li>Fun...
The Phases of Harmonisation <ul><ul><ul><ul><li>4. Integration </li></ul></ul></ul></ul><ul><ul><ul><ul><li>3. Cooperation...
Characteristics of the „I“ <ul><li>Consciousness (Awareness & Humility) </li></ul><ul><li>Will, Choice (Responsibility & P...
The Self The „I“ Sub-personalities
Whole Person <ul><li>    </li></ul><ul><li>  super  </li></ul><ul><li>Future   conscious </li></ul><ul><li>  middle </li><...
Maslow‘s Hierarchy of Needs <ul><li>Self- </li></ul><ul><li>Actual- </li></ul><ul><li>Isation </li></ul><ul><li>Self–Belie...
Social Evolution Models <ul><li>Maslow‘s Hierarchy Model </li></ul><ul><li>Grave‘s Spiral Dynamics </li></ul><ul><li>CTT‘s...
<ul><li>Egocentric  (me) </li></ul><ul><li>...a stage characterised </li></ul><ul><li>by narcissistic self-absorption, </l...
<ul><li>Ethnocentric  (us)  </li></ul><ul><li>An expansion of self-identity to include one‘s </li></ul><ul><li>family peer...
<ul><li>Worldcentric  (all of us)  </li></ul><ul><li>An even greater expansion of self </li></ul><ul><li>to embrace all pe...
<ul><li>Kosmocentric  (all that is)  </li></ul><ul><li>An identification with all life </li></ul><ul><li>and conscenciousn...
5 Forces of Psychology <ul><li>Fifth : Integral Psychology </li></ul><ul><li>Evolutionary – Whole System </li></ul><ul><li...
Broad Inclusive Vision <ul><li>  spirituality </li></ul><ul><li>the universe </li></ul><ul><li>nationality </li></ul><ul><...
<ul><li>Conscious Evolution </li></ul><ul><li>The psycho-spiritual evolution of individuals </li></ul><ul><li>and the soci...
The Elements of Growth
MbM-Management by Meditation™ Awareness Responsibility Quality & Quantity of Input    Personal Choice & Control Q&Q of out...
The Creation of Leadership
...all you need is...
 
EI and Leadership <ul><li>Factual data and intellectual knowing </li></ul><ul><li>are not enough; </li></ul><ul><li>we nee...
EI and Leadership <ul><li>Leaders with  Emotional Intelligence   </li></ul><ul><li>inspire performance </li></ul><ul><li>b...
EI and Leadership <ul><li>To energize and service an asset </li></ul><ul><li>that is characterized by </li></ul><ul><ul><l...
 
EI and Leadership <ul><li>Leaders develop emotional intelligence </li></ul><ul><li>through 4 stages, </li></ul><ul><li>eac...
EI and Leadership <ul><li>Mastery of the self </li></ul><ul><li>and the ability to modulate </li></ul><ul><li>one’s own be...
EI and Leadership <ul><li>Interpersonal skill is developed to evoke engagement and affiliation built upon mastery of the t...
Return of Investment (ROI) <ul><li>Coaching  has become the development tool of choice </li></ul><ul><li>for increased per...
Return of Investment (ROI) <ul><li>Combining the content of EQ </li></ul><ul><li>with the process of coaching, </li></ul><...
Return of Investment (ROI) <ul><li>The vast majority </li></ul><ul><li>of major corporations today </li></ul><ul><li>are p...
Return of Investment (ROI) <ul><li>Development has become the new compensation .   </li></ul><ul><li>Global markets, techn...
Return of Investment (ROI) <ul><li>While training is important </li></ul><ul><li>for development of skill, </li></ul><ul><...
Return of Investment (ROI) <ul><li>The statistics speak for themselves: </li></ul><ul><li>MetrixGlobal LLC </li></ul><ul><...
Return of Investment (ROI) <ul><li>The statistics speak for themselves: </li></ul><ul><li>MetrixGlobal,  a Fortune 500 com...
Return of Investment (ROI) <ul><li>The statistics speak for themselves: </li></ul><ul><li>Manchester Inc :  </li></ul><ul>...
Return of Investment (ROI) <ul><li>The statistics speak for themselves: </li></ul><ul><li>The coaching programs that execu...
Return of Investment (ROI) <ul><li>The study also showed increases in: </li></ul><ul><li>Higher productivity (55%)  </li><...
Return of Investment (ROI) <ul><li>Executives who have been coached report: </li></ul><ul><li>Better working relationships...
Return of Investment (ROI) <ul><li>At the highest levels of the organization, </li></ul><ul><li>soft skills contribute up ...
Return of Investment (ROI) <ul><li>Some of the hard, bottom line results </li></ul><ul><li>achieved with the addition of E...
Return of Investment (ROI) <ul><li>Some of the hard, bottom line results </li></ul><ul><li>achieved with the addition of E...
Return of Investment (ROI) <ul><li>Some of the hard, bottom line results </li></ul><ul><li>achieved with the addition of E...
Return of Investment (ROI) <ul><li>Some of the hard, bottom line results </li></ul><ul><li>achieved with the addition of E...
Return of Investment (ROI) <ul><li>In effect, </li></ul><ul><li>employees want from their employers </li></ul><ul><li>the ...
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The Coaching Presentation

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A. G. Tobler (London Meditaiton n / Human Communication Ltd\'s coaching view / concept / approach ...

The Coaching Presentation

  1. 1. <ul><li>Planning / Reviewing </li></ul><ul><li>Delegation </li></ul><ul><li>Problem Solving </li></ul><ul><li>Assessment / Aprraisals </li></ul><ul><li>Relationship Issues </li></ul><ul><li>Personal Development </li></ul><ul><li>Learning new Skills </li></ul><ul><li>Team Building </li></ul><ul><li>Work-life Balance </li></ul><ul><li>Self Coaching </li></ul><ul><li>and more ... </li></ul>Coaching may be used for ...
  2. 2. The Importance of Emotional Intelligence One of Goleman‘s research findings RI 33% EI 66% RI 15% EI 85% All kinds of jobs Leadership jobs
  3. 3. The Quadrants of EQ Self Others Actions Awareness Self Awareness Awareness of Others Self Social Management Skills All change Starts here Positive Impact on others
  4. 4. Our Working Context <ul><li>Emotional Intelligence (EQ) </li></ul><ul><li>is an attitude, a way of being </li></ul><ul><li>Coaching is a behaviour, the practice of EQ, </li></ul><ul><li>Both are invaluable life skills </li></ul><ul><li>which can be developed </li></ul><ul><li>through awareness & conscious responsibility </li></ul>
  5. 5. Potential <ul><li>How much of our total potential do we normally express? </li></ul><ul><li>What is the principial inner obstacle that prevents it manifesting? </li></ul>FEAR 40%
  6. 6. The Inner Game <ul><li>The opponent within one‘s own head is more daunting than the one on the other side of the net. </li></ul><ul><li>Our performance equals our potentional minus our internal interferences, such as fear of failure. </li></ul><ul><li>The goal of the Inner Game is to eliminate the internal obstacles to performance, learning and enjoyment. </li></ul>
  7. 7. COACHING Principles <ul><li>AWARENESS RESPONSIBILITY </li></ul><ul><li>„ Self-Realised High „The Choice to </li></ul><ul><li>Quality Relevant Commit to take </li></ul><ul><li> Input“ Action“ </li></ul>
  8. 8. Coaching <ul><li>Key Priciples </li></ul><ul><li>Awareness and Responsibility </li></ul><ul><li>Skills </li></ul><ul><li>Effective Questioning </li></ul><ul><li>Active Listening </li></ul><ul><li>Steps </li></ul><ul><li>G – Goal What do you want ? </li></ul><ul><li>R – Reality What is happening now? </li></ul><ul><li>O – Options What could you do? </li></ul><ul><li>W – Will What will you do? </li></ul>
  9. 9. 4 Fources of Psychology <ul><li>Fourth : Transpersonal Psychology </li></ul><ul><li>Self-Realisation – Responsibility </li></ul><ul><li>Third : Humanistic Psychology </li></ul><ul><li>Self Actualisation – Awareness </li></ul><ul><li>Second : Behaviourism </li></ul><ul><li>Change outer behaviour </li></ul><ul><li>First : Psychoanalysis </li></ul><ul><ul><ul><ul><ul><li>We are our history </li></ul></ul></ul></ul></ul>
  10. 10. Developmental Journey Spiritual / Qualitative / Values Psychological / Quantitative / Achievement The Higher Self Crisis of Meaning Crisis of Duality
  11. 11. Multiplicity <ul><li>... there are times when I look </li></ul><ul><li>over the various parts of my character </li></ul><ul><li>with perplexity. </li></ul><ul><li>I recognise </li></ul><ul><li>that I am made up of several persons </li></ul><ul><li>and that the person </li></ul><ul><li>that at the moment has the upper hand </li></ul><ul><li>will inevitably give place to another ... </li></ul><ul><li>Somerset Maugham </li></ul>
  12. 12. Sub-Personalities <ul><li>are indentifications with: </li></ul><ul><li>Roles (father, worker, boss) </li></ul><ul><li>Functions or job titles (accountant, doctor) </li></ul><ul><li>Objects (house, car, collections) </li></ul><ul><li>Personality formations ( joy, anger, anxiety) </li></ul><ul><li>Psychological formations (winner, victim) </li></ul><ul><li>Cultural, racial, social, political groups </li></ul>
  13. 13. The Phases of Harmonisation <ul><ul><ul><ul><li>4. Integration </li></ul></ul></ul></ul><ul><ul><ul><ul><li>3. Cooperation </li></ul></ul></ul></ul><ul><ul><ul><ul><li>2. Acceptance </li></ul></ul></ul></ul><ul><ul><ul><ul><li>1. Recognition </li></ul></ul></ul></ul>
  14. 14. Characteristics of the „I“ <ul><li>Consciousness (Awareness & Humility) </li></ul><ul><li>Will, Choice (Responsibility & Passion) </li></ul><ul><ul><ul><ul><ul><li>Self-accepting, self-directing </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Free from distortion, restriction </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Individuality, identity </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Stillness, constancy, continuity </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Non-judgemental </li></ul></ul></ul></ul></ul>
  15. 15. The Self The „I“ Sub-personalities
  16. 16. Whole Person <ul><li> </li></ul><ul><li> super </li></ul><ul><li>Future conscious </li></ul><ul><li> middle </li></ul><ul><li>Present </li></ul><ul><li> unconscious </li></ul><ul><li>Past lower/deeper </li></ul><ul><li> unconscious </li></ul>Individuality Universality „ I“ Field of awareness 
  17. 17. Maslow‘s Hierarchy of Needs <ul><li>Self- </li></ul><ul><li>Actual- </li></ul><ul><li>Isation </li></ul><ul><li>Self–Belief </li></ul><ul><li>Status & Recognition </li></ul><ul><li>Social & Belonging </li></ul><ul><li>Security and Shelter </li></ul><ul><li>Basic Survival </li></ul>
  18. 18. Social Evolution Models <ul><li>Maslow‘s Hierarchy Model </li></ul><ul><li>Grave‘s Spiral Dynamics </li></ul><ul><li>CTT‘s Values Assessment System </li></ul><ul><li>Schutz‘s Inclusion, Assertion, Affection </li></ul><ul><li>SRI‘s Sustenance, Outer directed, Inner directed </li></ul><ul><li>Whitmore‘s Need, Greed or Free(dom) </li></ul><ul><li>Team: Forming, Storming, Norming, Performing </li></ul><ul><li>and many more... </li></ul><ul><li>All the same story! </li></ul>
  19. 19. <ul><li>Egocentric (me) </li></ul><ul><li>...a stage characterised </li></ul><ul><li>by narcissistic self-absorption, </li></ul><ul><li>bodily needs and desires, </li></ul><ul><li>emotionaly outburst, </li></ul><ul><li>unsocialised impulses, </li></ul><ul><li>and an incapacity to take the „role“ others; </li></ul><ul><li>seen today predominantly in infants </li></ul><ul><li>and young children, rebellious teens, wild rock stars, </li></ul><ul><li>and criminals. </li></ul><ul><li>Kohlberg and Gilligan </li></ul>
  20. 20. <ul><li>Ethnocentric (us) </li></ul><ul><li>An expansion of self-identity to include one‘s </li></ul><ul><li>family peers, tribe, race, faith group, or nation: </li></ul><ul><li>commonly seen in children adged seven to </li></ul><ul><li>adolescence, in religious myths and </li></ul><ul><li>fundamentalism, the „moral majoraty“, </li></ul><ul><li>right wing politics, patriotism, </li></ul><ul><li>sports teams, </li></ul><ul><li>school rivalries. </li></ul><ul><li>Kohlberg and Gilligan </li></ul>
  21. 21. <ul><li>Worldcentric (all of us) </li></ul><ul><li>An even greater expansion of self </li></ul><ul><li>to embrace all people, </li></ul><ul><li>regardless of race, gender, class or creed; </li></ul><ul><li>a stage of rationality that questions rigid belief systems </li></ul><ul><li>and transcends conventional rules and roles; </li></ul><ul><li>commonly seen in late adolescence, </li></ul><ul><li>social activism, </li></ul><ul><li>multiculturalism, science, liberal politics, </li></ul><ul><li>the „global village“ </li></ul><ul><li>New Age spirituality; </li></ul><ul><li>the emergence of integral cognition. </li></ul><ul><li>Kohlberg and Gilligan </li></ul>
  22. 22. <ul><li>Kosmocentric (all that is) </li></ul><ul><li>An identification with all life </li></ul><ul><li>and conscenciousness, </li></ul><ul><li>human or otherwise, </li></ul><ul><li>and a deeply felt responsibility </li></ul><ul><li>for the evolutionary process </li></ul><ul><li>as a whole; </li></ul><ul><li>„ super-integral“ cognition and values; </li></ul><ul><li>innate universal morality; </li></ul><ul><li>spirituality beond mere personal motivations; </li></ul><ul><li>an emergent capacity, rarley seen anywere. </li></ul><ul><li>Kohlberg and Gilligan </li></ul>
  23. 23. 5 Forces of Psychology <ul><li>Fifth : Integral Psychology </li></ul><ul><li>Evolutionary – Whole System </li></ul><ul><li>Fourth : Transpersonal Psychology </li></ul><ul><li>Relf-Realisation – Responsibility </li></ul><ul><li>Third : Humanistic Psychology </li></ul><ul><li>Self Actualisation – Awareness </li></ul><ul><li>Second : Behaviourism </li></ul><ul><li>Change outer behaviour </li></ul><ul><li>First : Psychoanalysis </li></ul><ul><ul><ul><ul><ul><li>We are our history </li></ul></ul></ul></ul></ul>
  24. 24. Broad Inclusive Vision <ul><li> spirituality </li></ul><ul><li>the universe </li></ul><ul><li>nationality </li></ul><ul><li> Nature religion </li></ul><ul><li>shared </li></ul><ul><li>interests </li></ul><ul><li> sport team </li></ul><ul><li> county </li></ul><ul><li>family </li></ul><ul><li>race peers work </li></ul><ul><li>home team </li></ul><ul><li> pop colour </li></ul><ul><li>planet stars locality </li></ul><ul><li>earth animals company </li></ul><ul><li> industry </li></ul><ul><li> language </li></ul><ul><li> humanity </li></ul><ul><li> environment </li></ul>
  25. 25. <ul><li>Conscious Evolution </li></ul><ul><li>The psycho-spiritual evolution of individuals </li></ul><ul><li>and the social evolution of the collective are similar. </li></ul><ul><li>This may be as programmed </li></ul><ul><li>as our biological evolution. </li></ul><ul><li>Could this be the very purpose of our existence? </li></ul><ul><li>If we were to believe this, or even act as if it were so, we would certainly reverse the decline and possible destruction of our habitat. </li></ul><ul><li>How can this be gained? </li></ul><ul><li>Our answer: MbM-Management by Meditation™! </li></ul>
  26. 26. The Elements of Growth
  27. 27. MbM-Management by Meditation™ Awareness Responsibility Quality & Quantity of Input Personal Choice & Control Q&Q of output Recall Interest Uniqueness Self-belief Ownership Performance Learning Enjoyment Potential Confidence Self-Motivation Higher Productivity Improved Communication Better Working Relationships Quality of Life in the workplace Better Customer Care More recognition
  28. 28. The Creation of Leadership
  29. 29. ...all you need is...
  30. 31. EI and Leadership <ul><li>Factual data and intellectual knowing </li></ul><ul><li>are not enough; </li></ul><ul><li>we need emotional mastery </li></ul><ul><li>to create context, </li></ul><ul><li>discern, </li></ul><ul><li>Process </li></ul><ul><li>and make qualitative decisions. </li></ul>
  31. 32. EI and Leadership <ul><li>Leaders with Emotional Intelligence </li></ul><ul><li>inspire performance </li></ul><ul><li>beyond the global commodities </li></ul><ul><li>of obedience and diligence </li></ul><ul><li>to an impassioned momentum to innovate, </li></ul><ul><li>and create intangible assets. </li></ul><ul><li>Leaders increase </li></ul><ul><li>the return on human capital assets. </li></ul>
  32. 33. EI and Leadership <ul><li>To energize and service an asset </li></ul><ul><li>that is characterized by </li></ul><ul><ul><li>emotions, </li></ul></ul><ul><ul><li>memories </li></ul></ul><ul><ul><li>and its own volition, </li></ul></ul><ul><li>leaders must master </li></ul><ul><li>their own emotional intelligence </li></ul><ul><li>and inspire initiative, creativity and passion. </li></ul>
  33. 35. EI and Leadership <ul><li>Leaders develop emotional intelligence </li></ul><ul><li>through 4 stages, </li></ul><ul><li>each with its own competence. </li></ul><ul><li>ONE Awareness is foundational </li></ul><ul><li>as it drives </li></ul><ul><li>87% of all successful change. </li></ul>
  34. 36. EI and Leadership <ul><li>Mastery of the self </li></ul><ul><li>and the ability to modulate </li></ul><ul><li>one’s own behavior </li></ul><ul><li>is predicated on successfully navigating level </li></ul><ul><li>TWO gaining insights by looking inside </li></ul><ul><li>and </li></ul><ul><li>THREE self-mastery </li></ul><ul><li>by rediscover your own authenticity </li></ul>
  35. 37. EI and Leadership <ul><li>Interpersonal skill is developed to evoke engagement and affiliation built upon mastery of the two levels on the previous slide. </li></ul><ul><li>The ultimate goal ( FOUR ) at the top is </li></ul><ul><li>authentic leadership , </li></ul><ul><li>where behavior is aligned </li></ul><ul><li>with organizational goals. </li></ul>
  36. 38. Return of Investment (ROI) <ul><li>Coaching has become the development tool of choice </li></ul><ul><li>for increased performance succession, results and retention. </li></ul><ul><li>Coaching is strategically seen </li></ul><ul><li>as an accelerated delivery channel for change </li></ul><ul><li>and a critical component of talent management </li></ul><ul><li>and human capital succession. </li></ul><ul><li>Coaching is transformative learning. </li></ul>
  37. 39. Return of Investment (ROI) <ul><li>Combining the content of EQ </li></ul><ul><li>with the process of coaching, </li></ul><ul><li>accelerates </li></ul><ul><li>the learning of key leadership skills. </li></ul>
  38. 40. Return of Investment (ROI) <ul><li>The vast majority </li></ul><ul><li>of major corporations today </li></ul><ul><li>are providing coaches for their leaders </li></ul><ul><li>and finding significant returns </li></ul><ul><li>of their investment. </li></ul>
  39. 41. Return of Investment (ROI) <ul><li>Development has become the new compensation . </li></ul><ul><li>Global markets, technology and workforce demographics </li></ul><ul><li>create discontinuities for winning in the competitive market. </li></ul><ul><li>Stepping into alien cultures, forging new delivery channels </li></ul><ul><li>and bridging the human element in virtual teams </li></ul><ul><li>are the critical success factors in a flat world. </li></ul><ul><li>Every pound /dollar invested in coaching and development </li></ul><ul><li>provides a quantitative and qualitative return </li></ul><ul><li>in attracting, deploying and retaining talent. </li></ul>
  40. 42. Return of Investment (ROI) <ul><li>While training is important </li></ul><ul><li>for development of skill, </li></ul><ul><li>coaching leads to behavior change. </li></ul><ul><li>When coupled with training, </li></ul><ul><li>coaching has been shown </li></ul><ul><li>to add nearly four times the impact of training, </li></ul><ul><li>increasing behavior change from 22% to 80% </li></ul><ul><li>(Olivero, Bane, & Kopelman, 1997). </li></ul>
  41. 43. Return of Investment (ROI) <ul><li>The statistics speak for themselves: </li></ul><ul><li>MetrixGlobal LLC </li></ul><ul><li>&quot;Companies are realizing </li></ul><ul><li>that there are substantial monetary benefits </li></ul><ul><li>that can be identified as </li></ul><ul><li>a result of executive coaching. </li></ul><ul><li>The most important benefits are intangible in nature.“ </li></ul><ul><li>Merrill Anderson , </li></ul><ul><li>Chief Executive Officer, MetrixGlobal LLC </li></ul>
  42. 44. Return of Investment (ROI) <ul><li>The statistics speak for themselves: </li></ul><ul><li>MetrixGlobal, a Fortune 500 company: </li></ul><ul><li>Coaching produced a 529% return on investment </li></ul><ul><li>and significant intangible benefits to the business. </li></ul><ul><li>Including </li></ul><ul><li>the financial benefits from employee retention, </li></ul><ul><li>this boosted the overall ROI to 788% . </li></ul>
  43. 45. Return of Investment (ROI) <ul><li>The statistics speak for themselves: </li></ul><ul><li>Manchester Inc : </li></ul><ul><li>In a study conducted by Manchester Inc. </li></ul><ul><li>of 100 executives in Fortune 1000 companies : </li></ul><ul><li>A company's investment </li></ul><ul><li>in providing coaching to its executives </li></ul><ul><li>realized an average return on investment (ROI) of almost six times the cost of the coaching . </li></ul>
  44. 46. Return of Investment (ROI) <ul><li>The statistics speak for themselves: </li></ul><ul><li>The coaching programs that executives participated in </li></ul><ul><li>were a mix of both </li></ul><ul><li>change-oriented coaching </li></ul><ul><li>which is aimed at changing certain behaviors or skills, </li></ul><ul><li>and growth-oriented coaching </li></ul><ul><li>which is aimed at sharpening performance. </li></ul><ul><li>The coaching programs typically lasted </li></ul><ul><li>from six months to one year. </li></ul>
  45. 47. Return of Investment (ROI) <ul><li>The study also showed increases in: </li></ul><ul><li>Higher productivity (55%) </li></ul><ul><li>Improved quality (48%) </li></ul><ul><li>Organizational strength (48%) </li></ul><ul><li>Better customer service (39%) </li></ul><ul><li>Fewer customer complaints (34%) </li></ul><ul><li>Better retention of executives coached (32%) </li></ul><ul><li>Cost reductions (23%) </li></ul><ul><li>Bottom line profitability (22%) </li></ul>
  46. 48. Return of Investment (ROI) <ul><li>Executives who have been coached report: </li></ul><ul><li>Better working relationships with direct reports (77%) </li></ul><ul><li>A better working relationship with their immediate supervisors (71%) </li></ul><ul><li>Improved teamwork (67%) </li></ul><ul><li>Enhanced peer relationships (63%) </li></ul><ul><li>Greater job satisfaction (61%) </li></ul><ul><li>Less conflict (52%) </li></ul><ul><li>Higher level of organizational commitment (44%) </li></ul><ul><li>Improved client relationships (37%) </li></ul>
  47. 49. Return of Investment (ROI) <ul><li>At the highest levels of the organization, </li></ul><ul><li>soft skills contribute up to 90% of a leader's success </li></ul><ul><li>and translate more directly </li></ul><ul><li>into productive relationships </li></ul><ul><li>and business results. </li></ul><ul><li>Good technicians (for example), </li></ul><ul><li>promoted into managerial positions </li></ul><ul><li>rise to the level of their intellect, </li></ul><ul><li>and get stuck at a plateau when their arsenal of skill </li></ul><ul><li>doesn’t allow them to master themselves </li></ul><ul><li>and work through others. </li></ul>
  48. 50. Return of Investment (ROI) <ul><li>Some of the hard, bottom line results </li></ul><ul><li>achieved with the addition of EQ are: </li></ul><ul><li>125% more incremental revenue from self-management and social skill </li></ul><ul><li>20-40% increases in sales from learned optimism </li></ul><ul><li>20% increased sales from EQ training </li></ul>
  49. 51. Return of Investment (ROI) <ul><li>Some of the hard, bottom line results </li></ul><ul><li>achieved with the addition of EQ are: </li></ul><ul><li>Cultures that encourage emotional constraint (non-expression) have diminished peak performance. For a company the size of Sears, a 1% decline in productivity equals about $4million per year in lost profit. </li></ul><ul><li>Emotionally challenged individuals tend to be inflexible and give up easily in the face of disappointment; replacement costs average an estimated 150% </li></ul>
  50. 52. Return of Investment (ROI) <ul><li>Some of the hard, bottom line results </li></ul><ul><li>achieved with the addition of EQ are: </li></ul><ul><li>8% reduction in health care expenditures </li></ul><ul><li>typically spent to remedy stress-related illness. </li></ul><ul><li>50% reduction in accidents for managers and first line supervisors </li></ul><ul><li>15% decline in employee grievances over a three-year period </li></ul><ul><li>20-45% increases in plant productivity after EQ training </li></ul><ul><li>17% less turnover from relationships built on EQ competencies </li></ul><ul><li>18.1% business growth in 15 months for EQ trained leaders </li></ul>
  51. 53. Return of Investment (ROI) <ul><li>Some of the hard, bottom line results </li></ul><ul><li>achieved with the addition of EQ are: </li></ul><ul><li>More than pay or perks, </li></ul><ul><li>employees evidence a higher level of </li></ul><ul><li>productivity, creativity and longevity </li></ul><ul><li>as a result of effective relationships </li></ul><ul><li>with their immediate manager/supervisors. </li></ul>
  52. 54. Return of Investment (ROI) <ul><li>In effect, </li></ul><ul><li>employees want from their employers </li></ul><ul><li>the same things </li></ul><ul><li>that children want from their parents : </li></ul><ul><li>Clearly defined limits on their authority and directives, </li></ul><ul><li>evidence that managers genuinely care about them </li></ul><ul><li>and validation and affirmation </li></ul><ul><li>of their capabilities and contributions (Gallup). </li></ul>

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