The document provides information about a workshop on developing leadership skills through increasing mental flexibility. It discusses how the workshop will help participants understand emotions, motivate themselves and others, manage change, and solve problems more effectively. The workshop will be held on February 18, 2010 from 9:00 am to 12:00 pm and will cost $90 to attend. It will include an assessment and registration can be completed online.
The document builds a case for how emotional intelligence contributes to organizational success and financial performance. It provides 19 examples from research showing that emotional intelligence competencies like self-awareness, self-regulation, motivation, empathy, and social skills relate to important outcomes like job performance, leadership, sales effectiveness, and reducing turnover. The research was conducted with organizations like the military, consulting firms, retailers, insurance companies, and more. Overall, the evidence suggests emotional intelligence can improve business results by increasing things like recruitment success, sales volumes, productivity, and leader performance.
The document discusses emotional intelligence and its impact on business outcomes. It argues that emotional intelligence (EI), more than traditional measures of intelligence, determines individual and organizational effectiveness. EI involves self-awareness, managing emotions and relationships, and using emotions intelligently. Research shows high EI leads to better leadership, employee engagement, teamwork, sales performance, customer loyalty, and financial results. While EI has been discussed for centuries, it emerged as a field of scientific study in the 1990s. Neuroscience reveals emotions play a critical role in decision-making and rational thinking. Developing EI can be learned and has significant benefits for individuals and organizations.
VaLUENTiS Nicholas J Higgins 12 Key Differentiators of Leader-Managers 02-2014njhceo01
This document discusses the key traits that differentiate good "Leader-Managers" from average ones. It identifies 12 traits of good Leader-Managers, including having high self-awareness, treating employees as organizational assets, being proactive, having people management knowledge, prioritizing clear communication, and viewing their management role as a privilege rather than a right. Average managers are more likely to have limitations in these areas, such as treating employees as their own resource and being reactive rather than proactive. The document emphasizes that ensuring all Leader-Managers exhibit these traits is important for optimizing employee engagement.
Driving Organizational Performance in Uncertain Times - Mark Kinnich 031710Mark Kinnich
This document discusses driving organizational performance in uncertain times through alignment and engagement. It begins by outlining challenges to performance like strategy execution difficulties and lack of employee engagement. It then argues that alignment between strategy, structure, leadership and people practices creates organizational culture and drives engagement and performance. When an organization is aligned, decision making is faster, the workforce is more focused and nimble, and performance improves. The key is leveraging human capital through alignment to unlock untapped energy and intelligence in the workforce.
This document discusses two perspectives on employee empowerment that often conflict. The mechanistic perspective views empowerment as delegating power through clear roles, tasks, and accountability. The organic perspective sees empowerment as trusting employees, tolerating mistakes, encouraging risk-taking and growth. Most empowerment programs focus on the mechanistic view, but both views are needed to fully understand how to effectively empower employees.
Driving Organizational Performance in Complex Times - Mark Kinnich 031710Mark Kinnich
This document discusses driving organizational performance in complex times. It argues that alignment is critical for sustainable organizational performance. Alignment means there is agreement on an organization's direction, operating philosophy, and relationships. Through alignment, organizations unleash the untapped intelligence and energy of their workforce. Aligned organizations are more focused, nimble, have faster decision making, and consistent environments, allowing them to attract and retain better talent and achieve improved performance.
This document summarizes a research study from 1994 that examined employee motivation at a UK defense systems manufacturer. The study aimed to understand motivation from the employees' perspective. A survey was administered to 51 employees across levels and departments. The results showed that while the company created a mostly positive work environment, employees gave very low scores for feelings of warmth and support from leadership. Further analysis revealed deep issues in how operators and engineers experienced leadership. The study highlights the importance of understanding employee perceptions in order to close gaps between reality and company goals/philosophy regarding culture and motivation.
This document summarizes research showing that good managers have a significant positive impact on business performance. A study of over 6 million data points from various industries found that replacing a poor manager with a good one can increase team productivity by 12%. Other research cited found that the quality of managers accounted for up to 30% of the variation in revenue for new video games. Additional case studies showed that companies with transformational managers experienced higher profits, lower costs, and better employee outcomes. However, the document notes that management skills are often not properly rewarded, management is seen as an extra duty rather than the main role, competency expectations can be unrealistic, and management development happens late in careers rather than being a focus from the start.
The document builds a case for how emotional intelligence contributes to organizational success and financial performance. It provides 19 examples from research showing that emotional intelligence competencies like self-awareness, self-regulation, motivation, empathy, and social skills relate to important outcomes like job performance, leadership, sales effectiveness, and reducing turnover. The research was conducted with organizations like the military, consulting firms, retailers, insurance companies, and more. Overall, the evidence suggests emotional intelligence can improve business results by increasing things like recruitment success, sales volumes, productivity, and leader performance.
The document discusses emotional intelligence and its impact on business outcomes. It argues that emotional intelligence (EI), more than traditional measures of intelligence, determines individual and organizational effectiveness. EI involves self-awareness, managing emotions and relationships, and using emotions intelligently. Research shows high EI leads to better leadership, employee engagement, teamwork, sales performance, customer loyalty, and financial results. While EI has been discussed for centuries, it emerged as a field of scientific study in the 1990s. Neuroscience reveals emotions play a critical role in decision-making and rational thinking. Developing EI can be learned and has significant benefits for individuals and organizations.
VaLUENTiS Nicholas J Higgins 12 Key Differentiators of Leader-Managers 02-2014njhceo01
This document discusses the key traits that differentiate good "Leader-Managers" from average ones. It identifies 12 traits of good Leader-Managers, including having high self-awareness, treating employees as organizational assets, being proactive, having people management knowledge, prioritizing clear communication, and viewing their management role as a privilege rather than a right. Average managers are more likely to have limitations in these areas, such as treating employees as their own resource and being reactive rather than proactive. The document emphasizes that ensuring all Leader-Managers exhibit these traits is important for optimizing employee engagement.
Driving Organizational Performance in Uncertain Times - Mark Kinnich 031710Mark Kinnich
This document discusses driving organizational performance in uncertain times through alignment and engagement. It begins by outlining challenges to performance like strategy execution difficulties and lack of employee engagement. It then argues that alignment between strategy, structure, leadership and people practices creates organizational culture and drives engagement and performance. When an organization is aligned, decision making is faster, the workforce is more focused and nimble, and performance improves. The key is leveraging human capital through alignment to unlock untapped energy and intelligence in the workforce.
This document discusses two perspectives on employee empowerment that often conflict. The mechanistic perspective views empowerment as delegating power through clear roles, tasks, and accountability. The organic perspective sees empowerment as trusting employees, tolerating mistakes, encouraging risk-taking and growth. Most empowerment programs focus on the mechanistic view, but both views are needed to fully understand how to effectively empower employees.
Driving Organizational Performance in Complex Times - Mark Kinnich 031710Mark Kinnich
This document discusses driving organizational performance in complex times. It argues that alignment is critical for sustainable organizational performance. Alignment means there is agreement on an organization's direction, operating philosophy, and relationships. Through alignment, organizations unleash the untapped intelligence and energy of their workforce. Aligned organizations are more focused, nimble, have faster decision making, and consistent environments, allowing them to attract and retain better talent and achieve improved performance.
This document summarizes a research study from 1994 that examined employee motivation at a UK defense systems manufacturer. The study aimed to understand motivation from the employees' perspective. A survey was administered to 51 employees across levels and departments. The results showed that while the company created a mostly positive work environment, employees gave very low scores for feelings of warmth and support from leadership. Further analysis revealed deep issues in how operators and engineers experienced leadership. The study highlights the importance of understanding employee perceptions in order to close gaps between reality and company goals/philosophy regarding culture and motivation.
This document summarizes research showing that good managers have a significant positive impact on business performance. A study of over 6 million data points from various industries found that replacing a poor manager with a good one can increase team productivity by 12%. Other research cited found that the quality of managers accounted for up to 30% of the variation in revenue for new video games. Additional case studies showed that companies with transformational managers experienced higher profits, lower costs, and better employee outcomes. However, the document notes that management skills are often not properly rewarded, management is seen as an extra duty rather than the main role, competency expectations can be unrealistic, and management development happens late in careers rather than being a focus from the start.
Standardization, formalization, and delegation are used to provide clarity to implementation processes. Decision support systems (DSS) help organizations with decision-making. Based on creating positive change, Joe should be hired as his reference said he can get others to get things done better than anyone. Perceptions are an unconscious aspect of an organization's culture. A three-tier quality and innovation approach focused on benchmark, strategic monitor, progress monitor translates a performance development vision into reality.
This document provides an overview and excerpt from a forthcoming book titled "Fearless HR - Driving Business Results". The book discusses how HR has historically been perceived as adding little value due to its administrative past and role as an overhead cost center. However, the excerpt argues that HR can act as a "force multiplier" by shaping the workplace environment and workforce to strengthen business outcomes. It presents research showing correlations between effective talent practices and higher financial performance and shareholder returns. Specifically, companies with a "Talent Mindset" that views employees as an asset rather than just a cost tend to outperform peers. The excerpt aims to counter the perception that HR does not add value by highlighting evidence that effective talent practices are linked to improved
How Opinion About Job Performance Becomes FactMiqui Mel
This document discusses the challenges in accurately measuring corporate and executive performance to determine compensation. It summarizes interviews with business leaders, academics, and commentators who express doubt that any single executive can be largely responsible for corporate success, which depends on many factors including market conditions, competitors, existing brand strength, and work of other employees. While luck and circumstances may influence perceptions of performance, some argue shareholders can reasonably assess expectations and impact of other factors when evaluating executives. Overall it casts doubt on automatically attributing corporate results solely to executives in justifying high pay.
Neuroscience shows why numbers-based HR management is obsolete. And watch the video “How Your Brain Responds to Performance Rankings”: http://youtu.be/XrnfSeMXSO0
Mgmt 591 entire course leadership and organization behavior kellerlaynepettus
This document provides an overview and purchasing information for an entire online course titled "MGMT 591 Entire Course Leadership and Organization Behavior Keller" from DeVry University. The course materials include several case studies, assignments, and assessments covering topics like building coalitions, resolving group project issues, leadership styles, organizational culture analysis, and leading organizational change. It provides summaries and instructions for several of the assignments, including analyzing a nonprofit and school partnership case study, addressing a "forgotten group member," and assessing differences between a company's preferred and ideal cultures.
This document discusses strategies for enhancing staff motivation at Guaranty Trust Bank in the UK. It analyzes motivation theories like Maslow's hierarchy of needs and McClelland's achievement, power, and affiliation needs. Popular motivational strategies mentioned include empowerment, delegation, participation, and reward systems like merit pay and incentives. Financial motivators could include commissions, benefits, or profit sharing. Non-financial motivators focus on recognition, responsibility, meaningful work, and growth opportunities. Effective motivation requires understanding individual needs and tailoring strategies to both intrinsic and extrinsic motivators.
Only Human: The Emotional Logic of Business Decisionsgyro
In order to better understand and quantify the role that emotional human factors play in decision making, gyro partnered with Fortune Knowledge Group to survey more than 700 high-level executives from a variety of disciplines across nine industries. We asked pointed questions about their hopes and fears, how they choose their partners, and how they deal with the tremendous complexities of business decision making within this hyperconnected world.
This document provides an overview of principles for creating a world class organization. It discusses the importance of employee satisfaction, emotional intelligence, corporate culture, and key performance drivers. The presentation aims to inform readers on how to improve their workplace and empower stakeholders to enable meaningful change. It outlines six critical imperatives including employee satisfaction, customer service, profitability, size, economy of scale, and market value that drive leadership insight. Statistical methods are used to identify factors that correlate and can predict financial performance.
This document discusses performance-driven compensation as a talent insurance policy for companies. It argues that tightly linking employee and business performance to compensation helps mitigate the risk of losing top talent. Specifically:
- Pay for performance aims to reward employees based on their impact, but cultural and implementation barriers have made it difficult for many companies. Lack of integration between performance and compensation systems also hinders pay for performance.
- Top performers and high-potential employees are most critical to retain, yet only 19% of UK companies base bonuses directly on individual performance targets tied to business goals.
- Differentiated compensation that disproportionately rewards top performers can motivate them and lower turnover risks, but requires clear goals, performance assessments, and compensation
This document summarizes a Q&A with Michael Beer about high commitment, high performance (HCHP) organizations. Beer discusses three key things that differentiate HCHP firms: 1) they achieve performance and psychological alignment while enabling learning and change, 2) they are led by principled leaders focused on multiple stakeholders, not just shareholders, and 3) they institutionalize systems for honest, collective conversations to facilitate learning and avoid rigidities. While desirable, few companies exhibit these qualities due to poor leadership that fails to engage employees and address "silent barriers" to commitment, performance, and change.
Made public from McLean & Company, Dr. Dalton Kehoe contributes to build evidence-based HR practices that work with the brain, not against it, to gain credibility with stakeholders and drive business results.
1. The document discusses how companies can increase employee productivity and skills through investment in education programs. It argues that replacing experienced workers is risky and costly, so companies should focus on improving existing employees.
2. The author proposes that companies formally and informally train employees, foster engagement through competitive activities and social events, and provide leadership that clearly explains the rationale for educational initiatives in order to increase productivity.
3. Research shows that employee engagement correlates to increased business outcomes, so companies should determine each individual's skills needs, motivate them through reason, authority and compassion, and encourage an open and competitive mindset to continually improve workers.
Gallup State of the American Manager ReportBrandon Rigoni
Only about 10% of people possess the talent required to be an effective manager. Most organizations promote people to manager roles for the wrong reasons, such as tenure rather than talent, resulting in miscast managers who fail to engage employees. Gallup estimates that disengaged managers cost the US economy $319-398 billion annually in lost productivity. However, companies that select managers based on talent are more likely to choose high-performing managers who can engage employees and improve business outcomes. The report provides insights into distinguishing great managers and developing a talent-based strategy to maximize human capital potential.
Re-Energizing Employees After a Downsize_FINAL UPDATEMichael W. Staib
The document discusses strategies for re-energizing employees at a small town newspaper called Blaze after it underwent a downsizing that resulted in layoffs. It recommends that the chief editor take an honest and informative approach when briefing remaining employees. It suggests focusing on motivating employees rather than mandating tasks by appealing to their sense of purpose, reinforcing the value of their work, and encouraging personal involvement and input from staff. Some specific strategies include implementing an award system for top performers, facilitating job rotations for skills development, and appealing to the paper's role in preserving small town culture.
The document outlines three steps for building an effective top executive team: 1) Get the right people on the team and remove those who are wrong for the team, as the CEO is responsible for the team's composition. 2) Ensure the team focuses only on work that truly requires a top-team perspective rather than trying to handle everything. 3) Address team dynamics and processes, such as building trust and accountability between members, to improve collaboration and performance. Examples show how following these steps can help teams overcome dysfunctions and drive better business outcomes.
This document discusses trends in human resource management (HRM), including outsourcing certain HR functions to reduce costs and focus internal resources on more strategic activities. It also addresses managing a diverse workforce, promoting employee wellness through programs like EAPs and EWPs, and developing talent strategies to attract and retain top performers in a competitive environment. Effective diversity management and a focus on total employee well-being are highlighted as important for organizational success.
Magnolia Company provides human capital solutions to help retirement living and healthcare companies develop strong customer relationships and business growth. Their mission is to provide world-class training and coaching to establish trust, integrity and compassion as core values. They help companies align sales, operations and strategic goals to create laser focus on priorities. Their capabilities include sales screening, training, coaching, succession planning and strategic organizational alignment.
Role reward congruence for enhancing marketing executives team efficiency in ...Alexander Decker
This document discusses role-reward congruence and its importance for enhancing marketing executive team efficiency in the Nigerian banking industry. It conducted a study using a sample of 180 marketing executives across several major banks in Nigeria. The study found that marketing executive team members contribute in different ways and should not all be measured and paid the same. It also found that performance measures and rewards should match the specific tasks performed by individual team members. The findings support equity theory, which focuses on fairness of outcomes relative to inputs.
The document discusses ontologies and how they can be used to represent knowledge. It provides examples of representing students and universities using XML, RDF, and OWL. The key steps for developing ontologies are also outlined, including determining the domain and scope, reusing existing ontologies, defining classes and properties. Examples are given of querying ontologies using SPARQL and developing agent systems that utilize ontologies.
Child abuse remains a significant problem in the United States, with an estimated 903,000 children being victims of abuse or neglect in 2001 according to statistics. The impacts of child abuse can last a lifetime by casting long shadows, as it is a crime perpetrated on innocent and defenseless children. The slideshow hopes to convey the importance of recognizing and caring about the issue of child abuse.
Standardization, formalization, and delegation are used to provide clarity to implementation processes. Decision support systems (DSS) help organizations with decision-making. Based on creating positive change, Joe should be hired as his reference said he can get others to get things done better than anyone. Perceptions are an unconscious aspect of an organization's culture. A three-tier quality and innovation approach focused on benchmark, strategic monitor, progress monitor translates a performance development vision into reality.
This document provides an overview and excerpt from a forthcoming book titled "Fearless HR - Driving Business Results". The book discusses how HR has historically been perceived as adding little value due to its administrative past and role as an overhead cost center. However, the excerpt argues that HR can act as a "force multiplier" by shaping the workplace environment and workforce to strengthen business outcomes. It presents research showing correlations between effective talent practices and higher financial performance and shareholder returns. Specifically, companies with a "Talent Mindset" that views employees as an asset rather than just a cost tend to outperform peers. The excerpt aims to counter the perception that HR does not add value by highlighting evidence that effective talent practices are linked to improved
How Opinion About Job Performance Becomes FactMiqui Mel
This document discusses the challenges in accurately measuring corporate and executive performance to determine compensation. It summarizes interviews with business leaders, academics, and commentators who express doubt that any single executive can be largely responsible for corporate success, which depends on many factors including market conditions, competitors, existing brand strength, and work of other employees. While luck and circumstances may influence perceptions of performance, some argue shareholders can reasonably assess expectations and impact of other factors when evaluating executives. Overall it casts doubt on automatically attributing corporate results solely to executives in justifying high pay.
Neuroscience shows why numbers-based HR management is obsolete. And watch the video “How Your Brain Responds to Performance Rankings”: http://youtu.be/XrnfSeMXSO0
Mgmt 591 entire course leadership and organization behavior kellerlaynepettus
This document provides an overview and purchasing information for an entire online course titled "MGMT 591 Entire Course Leadership and Organization Behavior Keller" from DeVry University. The course materials include several case studies, assignments, and assessments covering topics like building coalitions, resolving group project issues, leadership styles, organizational culture analysis, and leading organizational change. It provides summaries and instructions for several of the assignments, including analyzing a nonprofit and school partnership case study, addressing a "forgotten group member," and assessing differences between a company's preferred and ideal cultures.
This document discusses strategies for enhancing staff motivation at Guaranty Trust Bank in the UK. It analyzes motivation theories like Maslow's hierarchy of needs and McClelland's achievement, power, and affiliation needs. Popular motivational strategies mentioned include empowerment, delegation, participation, and reward systems like merit pay and incentives. Financial motivators could include commissions, benefits, or profit sharing. Non-financial motivators focus on recognition, responsibility, meaningful work, and growth opportunities. Effective motivation requires understanding individual needs and tailoring strategies to both intrinsic and extrinsic motivators.
Only Human: The Emotional Logic of Business Decisionsgyro
In order to better understand and quantify the role that emotional human factors play in decision making, gyro partnered with Fortune Knowledge Group to survey more than 700 high-level executives from a variety of disciplines across nine industries. We asked pointed questions about their hopes and fears, how they choose their partners, and how they deal with the tremendous complexities of business decision making within this hyperconnected world.
This document provides an overview of principles for creating a world class organization. It discusses the importance of employee satisfaction, emotional intelligence, corporate culture, and key performance drivers. The presentation aims to inform readers on how to improve their workplace and empower stakeholders to enable meaningful change. It outlines six critical imperatives including employee satisfaction, customer service, profitability, size, economy of scale, and market value that drive leadership insight. Statistical methods are used to identify factors that correlate and can predict financial performance.
This document discusses performance-driven compensation as a talent insurance policy for companies. It argues that tightly linking employee and business performance to compensation helps mitigate the risk of losing top talent. Specifically:
- Pay for performance aims to reward employees based on their impact, but cultural and implementation barriers have made it difficult for many companies. Lack of integration between performance and compensation systems also hinders pay for performance.
- Top performers and high-potential employees are most critical to retain, yet only 19% of UK companies base bonuses directly on individual performance targets tied to business goals.
- Differentiated compensation that disproportionately rewards top performers can motivate them and lower turnover risks, but requires clear goals, performance assessments, and compensation
This document summarizes a Q&A with Michael Beer about high commitment, high performance (HCHP) organizations. Beer discusses three key things that differentiate HCHP firms: 1) they achieve performance and psychological alignment while enabling learning and change, 2) they are led by principled leaders focused on multiple stakeholders, not just shareholders, and 3) they institutionalize systems for honest, collective conversations to facilitate learning and avoid rigidities. While desirable, few companies exhibit these qualities due to poor leadership that fails to engage employees and address "silent barriers" to commitment, performance, and change.
Made public from McLean & Company, Dr. Dalton Kehoe contributes to build evidence-based HR practices that work with the brain, not against it, to gain credibility with stakeholders and drive business results.
1. The document discusses how companies can increase employee productivity and skills through investment in education programs. It argues that replacing experienced workers is risky and costly, so companies should focus on improving existing employees.
2. The author proposes that companies formally and informally train employees, foster engagement through competitive activities and social events, and provide leadership that clearly explains the rationale for educational initiatives in order to increase productivity.
3. Research shows that employee engagement correlates to increased business outcomes, so companies should determine each individual's skills needs, motivate them through reason, authority and compassion, and encourage an open and competitive mindset to continually improve workers.
Gallup State of the American Manager ReportBrandon Rigoni
Only about 10% of people possess the talent required to be an effective manager. Most organizations promote people to manager roles for the wrong reasons, such as tenure rather than talent, resulting in miscast managers who fail to engage employees. Gallup estimates that disengaged managers cost the US economy $319-398 billion annually in lost productivity. However, companies that select managers based on talent are more likely to choose high-performing managers who can engage employees and improve business outcomes. The report provides insights into distinguishing great managers and developing a talent-based strategy to maximize human capital potential.
Re-Energizing Employees After a Downsize_FINAL UPDATEMichael W. Staib
The document discusses strategies for re-energizing employees at a small town newspaper called Blaze after it underwent a downsizing that resulted in layoffs. It recommends that the chief editor take an honest and informative approach when briefing remaining employees. It suggests focusing on motivating employees rather than mandating tasks by appealing to their sense of purpose, reinforcing the value of their work, and encouraging personal involvement and input from staff. Some specific strategies include implementing an award system for top performers, facilitating job rotations for skills development, and appealing to the paper's role in preserving small town culture.
The document outlines three steps for building an effective top executive team: 1) Get the right people on the team and remove those who are wrong for the team, as the CEO is responsible for the team's composition. 2) Ensure the team focuses only on work that truly requires a top-team perspective rather than trying to handle everything. 3) Address team dynamics and processes, such as building trust and accountability between members, to improve collaboration and performance. Examples show how following these steps can help teams overcome dysfunctions and drive better business outcomes.
This document discusses trends in human resource management (HRM), including outsourcing certain HR functions to reduce costs and focus internal resources on more strategic activities. It also addresses managing a diverse workforce, promoting employee wellness through programs like EAPs and EWPs, and developing talent strategies to attract and retain top performers in a competitive environment. Effective diversity management and a focus on total employee well-being are highlighted as important for organizational success.
Magnolia Company provides human capital solutions to help retirement living and healthcare companies develop strong customer relationships and business growth. Their mission is to provide world-class training and coaching to establish trust, integrity and compassion as core values. They help companies align sales, operations and strategic goals to create laser focus on priorities. Their capabilities include sales screening, training, coaching, succession planning and strategic organizational alignment.
Role reward congruence for enhancing marketing executives team efficiency in ...Alexander Decker
This document discusses role-reward congruence and its importance for enhancing marketing executive team efficiency in the Nigerian banking industry. It conducted a study using a sample of 180 marketing executives across several major banks in Nigeria. The study found that marketing executive team members contribute in different ways and should not all be measured and paid the same. It also found that performance measures and rewards should match the specific tasks performed by individual team members. The findings support equity theory, which focuses on fairness of outcomes relative to inputs.
The document discusses ontologies and how they can be used to represent knowledge. It provides examples of representing students and universities using XML, RDF, and OWL. The key steps for developing ontologies are also outlined, including determining the domain and scope, reusing existing ontologies, defining classes and properties. Examples are given of querying ontologies using SPARQL and developing agent systems that utilize ontologies.
Child abuse remains a significant problem in the United States, with an estimated 903,000 children being victims of abuse or neglect in 2001 according to statistics. The impacts of child abuse can last a lifetime by casting long shadows, as it is a crime perpetrated on innocent and defenseless children. The slideshow hopes to convey the importance of recognizing and caring about the issue of child abuse.
Vizocom Construction Connectivity SolutionsJoseph Deepak
Vizocom provides connectivity solutions for the construction industry to ensure reliable communication between remote work sites and home offices. They offer customized solutions using technologies like satellite, fiber, and wireless to meet clients' budget and connectivity needs. Vizocom's scalable infrastructure and 24/7 support allow construction companies to effectively manage projects from anywhere.
Murtala Muhammed International Airport (MMIA) is the major airport serving Lagos, Nigeria. MMIA is one of four major international airports in Nigeria managed by FAAN. This document proposes strategies for MMIA to reduce its carbon footprint and contribute positively to Nigeria's environmental policies, including quantifying its carbon emissions, implementing renewable energy technologies, improving air traffic management, utilizing noise abatement procedures, and establishing an environmental management system.
Презентація Йозефа Петраша, керівника департаменту комунікацій, міжнародних справ і протоколу м. Мартін, Словаччина, старшого менеджера проекту "Прозоре місто", під час конференції Smart City 26-27 липня 2012 року у м. Вінниця
Este documento presenta un mapa conceptual sobre medios, formas y tipos de transmisión. Fue creado por la estudiante Brenda Cordero para su profesor Jorge Zamudio en junio de 2014 como parte de sus estudios en la Escuela 47 del Instituto Universitario Politécnico "Santiago Mariño" en Barinas, Venezuela.
The document describes a scenario where a space crew has made an emergency landing on the moon 200 miles from their rendezvous point. They must rank 15 survival items in order of importance to make the journey. The two most important items according to NASA are oxygen tanks, which are needed for breathing, and water, which is lost through heavy sweating in the moon's light side. A stellar map is also critical for navigation as the moon's star patterns match Earth's.
Las redes sociales permiten que las personas se conecten con amigos y formen nuevas amistades de manera virtual, así como crear vínculos de negocios, amistad y relaciones amorosas. Estos sitios de internet incluyen imágenes y enlaces hipertextuales relacionados con conceptos y ejemplos de redes sociales.
The Case for Emotional Intelligence – A Pinnacle Management Group, Inc. White...Pinnacle Management Group
This informative white paper outlines emotional intelligence and addresses some common myths. Additionally, it explores the results of the extensive research that has been performed in this field with specific focus on how EI impacts performance as compared to IQ, and specific competencies that are differentiators in performance.
This document discusses emotional, relational, and team intelligence (ERT-i) and their importance for business success. It introduces SurePeople, a company that provides tools and training to assess and develop ERT-i in organizations. SurePeople's PRISM assessment measures over 50 traits in 7 attributes to evaluate an individual's ERT-i strengths and growth areas. It also offers a personalized training platform to help employees strengthen their ERT-i. Assessing and developing ERT-i in employees can boost productivity, retention, and overall business performance.
Emotional intelligence involves the ability to perceive, understand and manage emotions. Research shows it predicts job performance twice as much as IQ and is important for leadership, sales performance, and customer loyalty. Studies found organizations that select and train for higher emotional intelligence see benefits like 10% higher productivity, 50% lower turnover, and over 1000% return on investment. Emotional intelligence helps create engaged workplaces where people can excel and is key to professional success, especially in tough times.
Emotional intelligence training can provide significant benefits to businesses by improving employee productivity, effectiveness, and retention. Research shows that emotional intelligence accounts for 80% of success in life, more than IQ. Training programs in emotional intelligence teach skills like self-awareness, self-management, social awareness, and relationship management that allow employees to better understand and control their emotions. This leads to benefits such as increased sales performance, better team collaboration, and lower employee turnover. Return on investment for emotional intelligence screening and training has been shown in studies with savings of millions of dollars per year.
EQ is emerging as a critical factor for sustaining high performance. Studies have shown emotional intelligence (EQ) is important for sales and customer loyalty, employee performance, retaining talent, leadership, and productivity. World leading organizations are turning to EQ as part of their human capital strategy because emotions drive people and people drive performance. Investing in developing EQ in employees is important for organizations.
LHH ( LEE HECHT HARRISON ) Emotional intelligence ReportMichal Hatina
Our study reveals the changing mind-set of managers, who see Emotional Intelligence as being crucial to the career development and professional success of their employees, even more so than traditional metrics of performance potential like experience or education.
Respondents said that ‘soft’ skills including trustworthiness (39%), flexibility (28%), confidence (27%) and resilience (27%) are all more important to identify in staff than experience in a similar role (13%) or educational attainment (11%).
It is therefore no surprise that two in three people managers identified Emotional Intelligence as a key factor in making decisions about promotions, salary increases and talent management. Furthermore, workers are more likely to be promoted for their initiative and decision-making skills than for any other quality according to those whose call it is.
This document summarizes key points from the book "Follow This Path" about driving growth through unleashing human potential. It discusses that organizations should focus on emotional engagement of employees and customers to build loyalty and drive business outcomes. Gallup research shows a direct link between emotionally engaged workplaces measured by the Q12 and business metrics like productivity and profitability. The document advocates that organizations should identify and develop the talents and strengths of employees to better engage them, rather than trying to fix weaknesses. This leads to more emotionally engaged and committed employees and customers.
This document discusses emotional intelligence (EQ) and its importance in organizational performance and leadership. It defines EQ as the ability to use emotions effectively and notes that it has twice the power of IQ to predict performance. Higher EQ is associated with greater productivity, retention, profitability, and ability to engage others. EQ training can help reduce costs from turnover and improve performance. The document outlines various strategies for implementing EQ approaches and cites research finding links between higher EQ and improved sales, customer loyalty, leadership, and financial outcomes. It positions EQ as a key skill for professional success.
The document discusses research that links emotional intelligence to leadership performance. Several studies found:
- 70% of employees' perceptions of workplace climate are linked to the leader's emotional intelligence.
- Leaders with higher emotional intelligence outperformed revenue targets by 15-20% in one study.
- Insurance agents with higher emotional intelligence sold policies worth on average double the value of those with lower emotional intelligence.
- Store managers with strong emotional intelligence had the highest profits, sales, and inventory investments.
The document then describes an emotional intelligence assessment tool called the Index for Emotional Intelligence. It is a 360-degree assessment that measures five factors of emotional intelligence. The assessment provides a detailed report to help individuals improve their emotional abilities and
The document discusses emotional intelligence (EQ). It defines EQ as the ability to use emotions effectively and notes that EQ is a measurable and learnable skill. Higher EQ is linked to better performance, leadership, customer loyalty, productivity, and employee retention. EQ makes a significant impact on organizational performance and assists in key areas like engaging people and building relationships. The document also outlines five core EQ skills and provides examples of how developing EQ can benefit individuals in their personal and professional lives.
The document discusses emotional intelligence (EQ). It defines EQ as the ability to use emotions effectively and notes that EQ is a measurable and learnable skill. Higher EQ is correlated with better performance, leadership, sales outcomes, customer loyalty, and employee retention. EQ training can help organizations improve productivity, reduce costs, and achieve a competitive advantage. Leaders with strong EQ skills tend to have more engaged employees and better financial performance. Overall, the document argues that EQ is an important personal quality and skill set that underlies both individual and organizational success.
The document discusses how emotional intelligence meets business intelligence. It explains that emotional intelligence (EQ) involves abilities like self-awareness, self-management, social awareness, and relationship management. Developing high EQ is important for leadership, employee development, and business success. EQ can be measured through profiling tools that assess behaviors like empathy, influence, stress resilience, and decision-making. The document advocates for organizations to use EQ profiling for recruitment, development, and improving performance.
Leaders play a key role in employee engagement by connecting employees' work to the organization's values and mission. The document discusses how engaged employees are more productive, healthier, and less likely to leave their jobs. It also outlines the functional and psychological factors that influence engagement, including ensuring employees have the resources, training, and autonomy to do meaningful work. Wise leaders recognize employees' contributions, foster a sense of belonging, and help employees find purpose in order to maximize engagement.
This document discusses how developing emotional intelligence in the workplace can improve employee engagement and retention. It begins with an introduction explaining the importance of engagement and retention for organizations. It then defines emotional intelligence and discusses how skills like self-awareness, empathy, and relationship management can be developed through training. The document proposes a blended learning approach to teach emotional intelligence. Research findings showed that demonstrating emotional intelligence as a leader was linked to higher engagement and lower turnover. The conclusion recommends organizations assess gaps in emotional intelligence and develop a strategy to create an emotionally intelligent culture.
Inclusivity in 2020 and Beyond: How a Counseling Culture Can Help Leaders Lea...Aggregage
Join Blend Me Inc's CEO Jennifer Cameron, and COO Kaleem Clarkson as they discuss how a counseling culture can help leaders lead with empathy by providing underrepresented or disadvantaged employees a sense of psychological safety. This will boost employee engagement, ensuring the organization maintains its core mission during times of adversity and uncertainty.
How great leaders drive results through employee engagementPetra Smith
The document discusses how employee engagement is critical for business success. It summarizes research showing that companies with high employee engagement have lower costs, higher customer satisfaction, and increased profits compared to companies with disengaged workforces. The document asserts that employee engagement results from leaders who build a positive team climate, act in a trustworthy manner, and understand and respond to individual employee needs. It describes how leaders influence the workplace "climate" through their actions and how creating the right climate leads to engaged and motivated employees who boost business performance.
The document discusses an incentive compensation program for healthcare professionals. The program aims to measure and motivate improved performance and care quality by decreasing errors. Healthcare professionals receive incentives based on good medical outcomes and exceptional performance. The program is effective because it improves retention and attracts new professionals, making staff feel satisfied and valued in their work.
Supervisors play a key role in employee retention through ensuring job satisfaction across compensation, opportunities, recognition, and work environment (CORE) elements. While turnover is often viewed as an HR issue, research shows an employee's relationship with their supervisor most impacts retention, as supervisors control CORE factors. To improve retention, organizations need performance management systems that reward supervisors for reducing turnover. Supervisors must understand the steps they can take to fulfill their responsibility in boosting employee job satisfaction and retention.
This document discusses innovative HR practices. It begins by explaining how innovative practices build competencies, capabilities, and foster innovation. It then discusses the need for HR practices to change with trends like increased competition and technological change. It also covers topics like employee motivation, individual innovativeness, organizational citizenship behavior, and the role of the HR leader in bringing innovative ideas and practices to help develop employees and lead the organization successfully.
1. How To Be More Effective In
Your Leadership Role
Florida Women’s Business Center invites Business Owners, Presidents, CEO’s
and anyone in a Leadership role to attend a workshop by Dr. Doreen McGunagle.
If you are:
• Struggling to motivate others around you
• Frustrated that you can’t get positive results
• Looking for a powerful predictor of your personal & professional success
Then come and learn:
• How to understand emotion
• Generate emotions to self motivate to reach meaningful objectives
• What application of emotion to manage change and solve problems
• How to recognize and evoke emotions to promote change
• How to effectively manage, control, and express emotion
Program Summary: Participants experience and apply mental flexibility through
exercises, group problem solving, and case examples. Mental flexibility can be
defined as a way of thinking – an attitude. It is a way of approaching a situation
that allows you to adopt your behavior so you can achieve the best results.
Increasing awareness of varying points of view allows us to approach a situation
with flexibility. The workshop design uses practical application to transform
individuals, teams, and organizations.
Workshop: Mental Flexibility
Date: February 18, 2010
Time: 9:00 – 12:00 p.m.
Cost: $90.00 includes assessment
Register: www.events.flwbc.org
Contact: Jennifer Kovach, 561-265-3790
401 W. Atlantic Ave. Suite O9
Delray Beach, FL 33444
Developing leadership skills, understanding what motivates
People & making permanent, positive changes in your behavior.
. Unleashing the potential of people in organizations.
2. Prepared for the Consortium for Research
on Emotional Intelligence in Organizations
(www.eiconsortium.org )
by Cary Chern iss, Ph.D., Rutgers University
The following nineteen points build a case for how emotional intelligence contributes to the bottom line
in any work organization. Based on data from a variety of sources, it can be a valuable tool for HR prac
titioners and managers who need to make the case in their own organizations. The Consortium also in
vites submissions of other research for the Business Case. All submissions will be reviewed to determine
their suitability. If you have research findings that you think might help build the business case, submit
them to Rob Emmerling at Emerling@rci.rutgers.edu.
L The U.S. Air Force used the EQ-i® to select recruiters (the Air Force's front-line HR personnel) and
found that the most successful recruiters scored significantly higher in the emotional intelligence
competencies of Assertiveness, Empathy, Happiness, and Emotional Self-Awareness. The Air Force
also found that, by using emotional intelligence to select recruiters, they increased their ability to
predict successful recruiters by nearly three-fold. The immediate gain was a saving of $3 million
annually. These gains resulted in the Government Accounting Office submitting a report to Con
gress, which led to a request that the Secretary of Defense order all branches of the armed forces to
adopt this procedure in recruitment and selection. (The GAO report is titled "Military Recruiting:
The Department of Defense Could Improve Its Recruiter Selection and Incentive Systems," and it
was submitted to Congress January 30, 1998. Richard Handley and Reuven Bar-On provided this
infOlmation.)
2 Experienced partners in a multinational consulting firm were assessed on the EI competencies plus
three others. Partners who scored above the median on nine or more of the twenty competencies
delivered $1.2 million more profit from their accounts than did other partners-a 139 percent incre
mental gain (Boyatzis, 1999).
3. An analysis of more than 300 top-level executives from fifteen global companies showed that six
emotional competencies distinguished stars from the average: Influence, Team Leadership, Organi
zational Awareness, Self-Confidence, Achievement Drive, and Leadership (Spencer, McClelland, &
Kelner, 1997).
4. In jobs of medium complexity (sales clerks, mechanics), a top performer is twelve times more pro
ductive than those at the bottom and 85 percent more productive than an average performer. In the
most complex jobs (insurance salespeople, account managers), a top performer is 127 percent more
productive than an average performer (Hunter, Schmidt, & Judiesch, 1990). Competency research
in over two hundred companies and organizations worldwide suggests that about one-third of this
difference is due to technical skill and cognitive ability, while two-thirds is due to emotional com
petence (Goleman, 1998). (In top leadership positions, over four-fifths of the difference is due to
emotional competence.)
66 Emotional Intelligence Skills Assessment (EISA)
3. 5. At L'Oreal, sales agents selected on the basis of certain emotional competencies significantly out
sold salespeople selected using the company's old selection procedure. On an annual basis, sales
people selected on the basis of emotional competence sold $91,370 more than other salespeople
did, for a net revenue increase of $2,558,360. Salespeople selected on the basis of emotional com
petence also had 63 percent less turnover during the first year than those selected in the typical way
(Spencer & Spencer, 1993; Spencer, McClelland, & Kelner, 1997).
6. In a national insurance company, insurance sales agents who were weak in emotional competencies
such as self-confidence, initiative, and empathy sold policies with an average premium of $54,000.
Those who were very strong in at least five of eight key emotional competencies sold policies
worth $114,000 (HaylMcBer Research and Innovation Group, 1997).
7 In a large beverage firm, using standard methods to hire division presidents, 50 percent left within
two years, mostly because of poor performance. When they started selecting based on emotional
competencies such as initiative, self-confidence, and leadership, only 6 percent left in two years.
Furthermore, the executives selected based on emotional competence were far more likely to per
form in the top third based on salary bonuses for performance of the divisions they led: 87 percent
were in the top third. In addition, division leaders with these competencies outperformed their tar
gets by 15 to 20 percent. Those who lacked them under-performed by almost 20 percent (McClel
land, 1999).
g Research by the Center for Creative Leadership has found that the primary causes of derailment in
executives involve deficits in emotional competence. The three primary ones are difficulty in han
dling change, not being able to work well in a team, and poor interpersonal relations.
9. After supervisors in a manufacturing plant received training in emotional competencies such as
how to listen better and help employees resolve problems on their own, lost-time accidents were
reduced by 50 percent, formal grievances were reduced from an average of fifteen per year to three
per year, and the plant exceeded productivity goals by $250,000 (Pesuric & Byham, 1996). In an
other manufacturing plant where supervisors received similar training, production increased 17
percent. There was no such increase in production for a group of matched supervisors who were not
trained (Porras & Anderson, 1981).
10. One of the foundations of emotional competence-accurate self-assessment-was associated
with superior performance among several hundred managers from twelve different organizations
(Boyatzis, 1982).
11 Another emotional competence, the ability to handle stress, was linked to success as a store man
ager in a retail chain. The most successful store managers were those best able to handle stress.
Success was based on net profits, sales per square foot, sales per employee, and per dollar inventory
investment (Lusch & Serpkeuci, 1990).
12 Optimism is another emotional competence that leads to increased productivity. New salesmen at
MetLife who scored high on a test of "learned optimism" sold 37 percent more life insurance in
their first two years than pessimists (Seligman, 1990).
13 A study of 130 executives found that how well people handled their own emotions detelmined how
much people around them preferred to deal wrth them (Walter V. Clarke Associates, 1997).
14 For sales reps at a computer company, those hired based on their emotional competence were
90 percent more likely to finish their training than those hired on other criteria (HaylMcBer
Research and Innovation Group, 1997).
Appendix I 67
4. 15. At a national furniture retailer, sales people hired based on emotional competence had half the
dropout rate during their first year (HaylMcBer Research and Innovation Group, 1997).
16. For 515 senior executives analyzed by the search firm Egon Zehnder International, those who were
primarily strong in emotional intelligence were more likely to succeed than those who were stron
gest in either relevant previous experience or IQ. In other words, emotional intelligence was a bet
ter predictor of success than either relevant previous experience or high IQ. More specifically, the
executive was high in emotional intelligence in 74 percent of the successes and only in 24 percent
of the failures. The study included executives in Latin America, Germany, and Japan, and the re
sults were almost identical in all three cultures.
17 The following description of a "star" performer reveals how several emotional competencies (noted
in parentheses) were critical in his success: Michael1em worked at Tandem Computers. Shortly after
joining the company as a junior staff analyst, he became aware of the market trend away from main
frame computers to networks that linked workstations and personal computers (Service Orientation).
Iem realized that unless Tandem responded to the trend, its products would become obsolete (Initia
tive and Innovation). He had to convince Tandem's managers that their old emphasis on mainframes
was no longer appropriate (Influence) and then develop a system using new technology (Leadership,
Change Catalyst). He spent four years showing off his new system to customers and company sales
personnel before the new network applications were fully accepted (Self-Confidence, Self-Control,
Achievement Drive) (from Richman, 1994, pp. 46-54).
1'6. Financial advisors at American Express whose managers completed the Emotional Competence
training program were compared to an equal number whose managers had not. During the year fol
lowing training, the advisors of trained managers grew their businesses by 18.1 percent compared
to 16.2 percent for those whose managers were untrained.
19. The most successful debt collectors in a large collection agency had an average goal attainment
of 163 percent over a three-month period. They were compared with a group of collectors who
achieved an average of only 80 percent over the same time period. The most successful collectors
scored significantly higher in the emotional intelligence competencies of self-actualization, inde
pendence, and optimism. (Self-actualization refers to a well-developed, inner knowledge of one's
own goals and a sense of pride in one's work.) (Bachman, Stein, Campbell, & Sitarenios, 2000).
References
Bachman, 1, Stein, S., Campbell, K., & Sitarenios, G. (2000). Emotional intelligence in the collection of
debt. International Journal ofSelection and Assessment, 8(3), 176-182.
Boyatzis, R. (1982). The competent manager: A model for effective performance. Hoboken, NJ: John
Wiley & Sons.
Boyatzis, R.E. (1999, September 27). From a presentation to the Linkage Conference on Emotional
Intelligence, Chicago, IL.
Goleman, D. (1995). Working with emotional intelligence. New York: Bantam.
HaylMcBer Research and Innovation Group. (1997). This research was provided to Daniel Goleman and
is reported in his book (Goleman, 1995).
Hunter, lE., Schmidt, F.L., & Judiesch, M.K. (1990). Individual differences in output variability as a
function ofjob complexity. Journal ofApplied Psychology, 75,28-42.
68 Emotional Intelligence Skills Assessment (EISA)
5. Lusch, R.F., & Serpkeuci, R. (1990). Personal differences, job tension, job outcomes, and store
performance: A study of retail managers. Journal ofMarketing, 54(1),85-101.
Mann, D., & Papadogiannis, P. (2009). EISA research and technical report. San Francisco: Pfeiffer.
McClelland, D.C. (1999). Identifying competencies with behavioral-event interviews. Psychological
Science, 9(5),331-339.
Pesuric, A., & Byham, W. (1996, July). The new look in behavior modeling. Training and Development,
pp.25-33.
Porras, l1., & Anderson, B. (1981). Improving managerial effectiveness through modeling-based
training. Organizational Dynamics, 9,60-77.
Richman, L.S. (1994, May 16). How to get ahead in America. Fortune, pp. 46-54.
Seligman, M.E.P. (1990). Learned optimism. New York: Knopf.
Spencer, L.MJ., McClelland, D.C., & Kelner, S. (1997). Competency assessment methods: History and
state ofthe art. Boston: Hay/McBer.
Spencer, L.M., Jr. , & Spencer, S. (1993). Competence at work: Modelsfor superior performance.
Hoboken, NJ: John Wiley & Sons.
Walter V. Clarke Associates. (1996). Activity vector analysis: Some applications to the concept of
emotional intelligence. Pittsburgh, PA: Author.
Appendix I 69