EMOTIONAL INTELLIGENCE (EIQ) and Coaching

Gaining Emotional Intelligence Skills through Coaching

Businesses are experiencing change like no other time in history.  Finding, keeping and motivating human resources in a mobile workforce is a major problem while attaining or maintaining a competitive strategic position.

Companies have realized that a critical factor for sustaining high performance in this changing times environment is Emotional Intelligence (EQ).  Successful global enterprises like FedEx, Lockheed Martin, the US Air Force, Toyota, and others, are turning to the science of emotional intelligence as part of a human capital resource strategy.

An individual with EQ possesses the ability to use their emotions effectively. Since the publication of the initial EQ research in 1990, innovative organizations have begun testing how to integrate EQ into training and hiring to gain competitive advantage. It is becoming increasingly clear that these individual skills are the human resource foundation of high-performing organizations.  People who learn and effectively use these skills are in demand and are recognized as those who are “keepers” due to their higher value to their employer.

 The Harvard Business Review (HBR), one of the most prestigious sources of business-best-practice, has released several articles on emotional intelligence. Their 1997 article on EQ by psychologist and author Daniel Goleman ranks as their most requested article ever. This popularity led the HBR to re-examine the data on emotional intelligence again in 2003. Their conclusion: "In hard times, the soft stuff often goes away. But (individual) emotional intelligence, it turns out, isn't so soft. If emotional obliviousness jeopardizes your ability to perform, fend off aggressors, or be compassionate in a crisis, no amount of attention to the bottom line will protect your career. 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."1

 As an individual, it’s important to realize that EQ can reduce costs associated with turnover, absenteeism, and low performance. Research has provided clear evidence that emotionally intelligent leaders are more successful. Many of these studies yield bottom-line results: At PepsiCo, for example, executives selected for EQ competencies generated 10% more productivity. High EQ sales people at L’Oreal brought in $2.5 million more in sales. An EQ initiative at Sheraton helped increase market share by 24%.

 
EQ is not a new concept; Aristotle said, “Anyone can become angry – that is easy. But to be angry with the right person, to the right degree, at the right time, for the right purpose, and in the right way – that is not easy.”

·       increased resilience personally and organizationally  

increased sales performance through more emotionally intelligent salespeople,

·         improved customer service through higher EQ customer service reps,

·         superior leadership performance by developing executive and mid management EQ.

A coach, trained in EQ, can help clients foster a workplace climate conducive to high performance. These workplaces yield significantly higher productivity, retention, and profitability.  EQ appears key to this competitive advantage.

 Remember:

·         EQ?  versus IQ?

• In a group of people with similar IQs, some will outperform others.
• The competitive edge is emotional intelligence.
• Success = 80% EQ, 20% IQ (Goleman, 1998)
• EI can be learned – it takes awareness, time, patience and commitment.
• Benefits for the individual, team and organization are not only worthwhile but invigorating.

Coaching can help you with EQ skills by showing you how to:

• become aware of what’s going on within you, in the moment.
• become aware of what might be going on within others, and responding with care and consideration.
• manage ourselves, in the moment.
• manage our relationships with others.
• view the different EQ strengths of men and women.