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E.Q. - CASE STUDY - ROBISM
1. EQ A Study
--ROBY
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EMOTIONS
EFFECTIVE
EXPRESSION
5
SKILLS
ROBISM
2. What is EQ?
the ability to use emotions effectively.
measurable, learnable skill.
has twice the power of IQ to predict performance.
makes a significant impact on organizational
performance.
assist in engaging people, influencing across
boundaries and cultures, being proactive, caring for
customers, building enduring sales relationships,
and creating workplaces where people can excel.
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3. EQ definition
Emotional intelligence is the ability to perceive
emotions, to access and generate emotions so as to
assist thought, to understand emotions and
emotional knowledge, and to reflectively regulate
emotions so as to promote emotional and intellectual
growth.
Mayer & Salovey, 1973
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4. EQ Research
First article published in 1997 in HBR by
psychologist and author Daniel Goleman.
“"In hard times, the soft stuff often goes away. But
emotional intelligence, it turns out, isn't so soft.”
“Emotional intelligence isn't a luxury you can
dispense with in tough times. It's a basic tool that,
deployed with finesse, is the key to professional
success”
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5. Benefits of higher EQ
yield significantly higher productivity, retention, and
profitability, and emotional intelligence appears key
to this competitive advantage.
using EQ in training and organizational climate
change can reduce costs associated with turnover,
absenteeism, and low performance.
At Pepsico, EQ competencies generated 10% more
productivity.
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6. Biology of Feelings
emotional intelligence comes from grounding in
rigorous science.
when emotional intelligence is working – people are
able to self-regulate their feelings and reduce the
kind of reactivity that otherwise escalates into
counter-productivity.
Emotion can lead to our worst decisions or our best
ones: The difference is emotional intelligence.”
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7. Some implementation strategies
increased sales performance through recruiting and
training more emotionally intelligent salespeople.
improved customer service through recruiting higher
EQ customer service reps.
superior leadership performance by developing and
recruiting for executive EQ.
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8. Sales and Customer Loyalty: The Customer
Perspective
To attract and retain customers, companies must
create loyal customers, organizations must
endeavour for "customer delight.“
Emotional intelligence is at the core of relationships,
and a sales maxim is that "relationships are
everything.“
At L’Oreal salespeople selected on the basis of
emotional competence sold $91,370 more than other
salespeople.
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9. Findings of Bass Brewers in the UK
Those with higher self-ratings on emotional
intelligence tended to have higher overall
performance.
Those with higher emotional intelligence self-ratings
also tended to perform better on product
distribution, the number of new accounts sold, and
employee promotions earned.
Where manager-ratings were higher, employees
tended to have overall higher performance and a
larger number of new accounts sold.
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10. Employee Performance and Retention: The
Internal Business Perspective
higher EQ leaders build a workplace environment
where team members can excel, and higher EQ team
members use their business strengths more
effectively and excel as star performers.
"Emotional competence is the single most important
personal quality that each of us must develop and
access to experience a breakthrough."
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11. International Petroleum Corporation
a 2006 study to find out how important is EQ in
distinguishing high performers.
participants more frequently identify emotional
intelligence factors than expertise and cognitive
factors
of the 10 most commonly cited performance factors,
the seven items categorized as reflecting emotionally
intelligent behaviours were identified 44% of the
time.
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13. Employee Retention
People don't leave companies – they leave leaders.
The three factors that inspire engagement:
1. The employee feels cared for by their supervisor.
2. They received recognition or praise during the past
seven days from someone in a leadership position.
3. They believe their employer is concerned about
their development.
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14. Leadership and Financial Performance:
The Bottom Line Perspective
“No doubt emotional intelligence is more rare than
book smarts, but my experience says it is actually
more important in the making of a leader. You just
can't ignore it.”
- JACK WELSH
In real organizations today, leaders face a much
more complex challenge of inspiration.
Emotional competence differentiates successful
leaders.
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15. Leadership and Financial Performance:
The Bottom Line Perspective(contd)
Leaders who use their emotional resources to foster
"engagement are :
1. 50% more likely to have lower turnover
2. 56% more likely to have higher-than-average
customer loyalty.
3. 38% more likely to have above-average
productivity.
4. 27% more likely to report higher profitability
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16. Findings at Pepsico
Link between EQ and leadership
1. 10% increase in productivity.
2. 87% decrease in executive turnover ($4m).
3. $3.75m added economic value.
4. over 1000% return on investment
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17. Getting Work Done
Higher EQ leaders are more likely to make better
decisions, engage and influence more effectively, and
create the right mood for the job.
If emotional intelligence helps leaders understand
and meet employee’s human needs, it will have a
profound impact on productivity and individual
success.
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18. Emotional competence is the single most important
personal quality that each of us must develop and
access to experience a breakthrough.
Companies investing more in EQ training.
emotional intelligence is a core skill-set, grounded in
science, that underlies performance.
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19. Two parting questions:
1.In what areas are your EI behaviors moving you
into powerful places?
2.In what areas are your lack of effective EI
behaviors stealing your power?
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20. Reflect on your own role as…
…Profession
…Colleague
…Business owner or leader
…Friend, Spouse, or Parent
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23. Skill 3: Emotional Awareness of Others
“The skill of perceiving
and understanding
others’ emotions”
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24. Skill 4: Emotional Reasoning
“The skill of utilizing emotional
information (from yourself and
others) in reasoning, planning
and decision-making
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25. Skill 5: Emotional Self-Management
The skill of influencing the moods and emotions of
others
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