Why Being Clever Isnt Everything
- 1. Being clever isn’t everything Making the business case for emotional and social intelligence
- 2. The rules for work are changing. We’re being judged by a new yardstick: not just by how smart we are, but by how we handle ourselves and each other. Daniel Goleman Working with Emotional Intelligence, 1998
- 3. Table of contents 01 Why EI? 02 What is EI? 03 Why measure EI? 04 Why do organizations use EI? © 2008 Hay Group. All Rights Reserved 3
- 4. 01 Why EI?
- 5. We find that most of the characteristics that differentiate the outstanding performers are these things that we call social and emotional competencies Richard Boyatzis, 2008
- 6. It’s tough these days… We’re all trying to deliver the impossible: Change initiatives “Raise acceptance and do it quicker” Recruitment “Get it right first time and increase retention” Development “Embed behavior change and raise ROI” Innovation “More of it and faster!” Strategy “Good decisions, quicker, with more impact” Operations “Do more, with less, more flexibly” Sales & marketing “Better returns and a higher market share” Mergers & Acquisitions “Faster, problem-free integration” © 2008 Hay Group. All Rights Reserved 6
- 7. …does being clever help? Of course it does. In professional and technical fields people are typically in the top 20% of intelligence. That’s the threshold. But it’s not enough – is it! So what differentiates the very best – leaders and professionals – within the top 20%? Employers consistently list: Communication being able to listen, converse and present Adaptability creative responses to setbacks and obstacles Personal management motivation to work, pride, a desire to develop Interpersonal effectiveness teamwork, co-operation, the skills to negotiate Organizational effectiveness leadership potential, the desire to make a contribution Daniel Goleman, Working with Emotional Intelligence, 1998 © 2008 Hay Group. All Rights Reserved 7
- 8. The CEO says, “Okay, prove to me EI works” What do I do? I say: “Do you have an employee that you wish you could clone? Somebody who’s great.” They usually say yes immediately. So I ask them: “Tell me about this person. What makes them different? What kind of impact do they have on the people around them?” Their description proves the case. I never have to justify emotional or social intelligence competencies. All I have to do is label them. Richard Boyatzis, 2008
- 10. The capacity for recognizing our own feelings and those of others, for motivating ourselves, for managing emotions well in ourselves and in our relationships Daniel Goleman
- 11. A simple model that captures it all… SELF OTHERS …the characteristics that help us deliver – individually and through others – Self Social AWARENESS awareness awareness working co-operatively addressing and resolving conflict influencing individuals and groups motivating a colleague ACTIONS inspiring a team Self Relationship developing or mentoring others management management performance © 2008 Hay Group. All Rights Reserved 11
- 12. The heart of EI SELF OTHERS Awareness of your emotions Self Social AWARENESS awareness awareness Insight into their impact on your performance Honesty in your positive and negative biases ACTIONS Self Relationship management management © 2008 Hay Group. All Rights Reserved 12
- 13. The fire and the brakes SELF OTHERS Self-control – especially Self Social AWARENESS under pressure awareness awareness The energy to do your best Openness to change and new ideas ACTIONS Persistence – despite Self Relationship obstacles and setbacks management management © 2008 Hay Group. All Rights Reserved 13
- 14. Tuning in SELF OTHERS Self Social Sensing others’ feelings and AWARENESS awareness awareness perspectives Reading the organization – the influencers, the networks and the dynamics ACTIONS Self Relationship management management © 2008 Hay Group. All Rights Reserved 14
- 15. Making a difference SELF OTHERS Self Social Turning conflict into agreement AWARENESS awareness awareness Collaborating with others Having a positive impact Bringing out the best in others ACTIONS Self Relationship Bringing people together to get management management the job done © 2008 Hay Group. All Rights Reserved 15
- 16. It’s not a fad, it’s not a trend. EI is the result of a long history of analyzing social intelligence (otherwise known as ‘what makes people tick’).
- 17. The latest in a long line of great thinking Amygdala THE ‘EMOTIONAL’ BRAIN Responds quickly based on: what motivates us ACTUAL what we care about BEHAVIOR Prefrontal lobes THE ‘THINKING’ BRAIN Analyzes slowly for meaning: acts as a brake is a check on motivational impulses © 2008 Hay Group. All Rights Reserved 17
- 19. The EI link to business results Business Results Discretionary Effort Emotional Organizational Intelligence Climate What you do What you bring © 2008 Hay Group. All Rights Reserved 19
- 20. The road to hell is paved with good intentions… No one sets out to be an ineffective leader. No one tries to be bad at their job. It’s more subtle than that: we get to thinking we’re a bit better (or worse!) than we really are… we hold on to our beliefs and assumptions, despite the evidence before us… we listen to what we want, or expect, to hear… It’s a slippery slope, isn’t it? It’s the difference between intention and impact. That’s why 3600 feedback is so valuable. Individuals can see their intention – their own self-view – mirrored back to them. But they also see their impact – through the eyes of their boss, their peers, their team. They see the bit that really matters. © 2008 Hay Group. All Rights Reserved 20
- 21. Clear the fog Raising awareness is the first step to raising capability… You can only change what you already know about yourself. Know more – you can change more. Ask for feedback – you know more. KNOWN BY SELF UNKNOWN BY SELF KNOWN BY OTHERS 1 2 Joseph Luft and Harry Ingham worked it out in the 1950s. You may know it as the Johari Window. open / free blind area area Learning reduces your blind area Sharing what you’ve learned reduces your hidden area UNKNOWN BY OTHERS Doing both reduces your unknown area hidden unknown area area EI feedback is the starting point 3 4 © 2008 Hay Group. All Rights Reserved 21
- 22. Focus on the things you can change …and, unlike IQ, you can develop EI When it comes to being clever, we’re pretty much stuck with what we’ve got. But we also know people can change. (If we don’t believe that we might as well all pack up and go home now!) What makes behavior change possible? the tension between who we are and who we want to be the feeling of reward – and relief – when we can build on our strengths the sense of ownership when we can set our own learning agenda the challenge and support we get from people we trust 3600 EI feedback provides the focus for behavior change data on the behaviors that matter applicable to any leadership or professional role © 2008 Hay Group. All Rights Reserved 22
- 23. Speak the same language EI – is it for everyone? Is there anyone in your organization who you wish were less emotionally intelligent? Hard to imagine, isn’t it? It’s obvious that EI makes for better leaders and more effective professionals. But which of us hasn’t felt better after a chat with the extraordinarily empathic cleaner? Or learned something important from the organizationally aware secretary. Or been influenced by the words of a brave and insightful junior colleague. EI has no limits It has the flexibility to fit any role, of any size, at any level. It helps everyone perform better. If you want to embed one set of behaviors across your organization, this is the one to go for. © 2008 Hay Group. All Rights Reserved 23
- 24. We’ve found that the people who really improve their EI have some surprising things in common: they don’t bite off more than they can chew they are really clear about the payoff – for them and others – if they change they focus on their strengths and make the most of them before looking at their weaknesses they are feedback junkies – tenacious about asking those around them how they’re doing
- 25. 04 Why do organizations use EI?
- 26. Great listener Blank wall Encourager Doubter Communicator Secretive Courageous Intimidating Sense of humor Bad temper Shows empathy Self-centered Decisive Indecisive Takes responsibility Blames Humble Arrogant Shares authority Mistrusts Who would you work best for? Taken from Daniel Goleman, Social Intelligence, 2006
- 27. EI accounts for leadership excellence… EI competencies distinguish the stars from the average… In a study of 300 top-level executives from 15 global companies 85-90% of leadership success was linked to social and emotional intelligence Spencer, L.M., Jr,. 1997 …are better predictors of success than previous experience or high IQ… In a multinational study of 515 senior executives EI scores were high in 74% of successful hires, but only high in 24% of failed hires. Egon Zehnder International …and they allow leaders to create high performance climates Schools whose head teachers have high EI scores demonstrate the best national inspection results Ongoing Hay Group research © 2008 Hay Group. All Rights Reserved 27
- 28. …bottom-line performance… EI competencies help professionals do more work… In most complex jobs a top performer is 127% more productive than an average performer Hunter, Schmidt & Judiesch, 1990 Competency research in over 200 organizations worldwide attributes ⅓ of this difference to technical and cognitive ability, and ⅔ to emotional competence Goleman, 1998 …make more sales… At L’Oreal, sales professional with high EI scores sold $91,370 more than their lower-scoring peers Spencer & Spencer, 1993 …and deliver more profit High scoring consulting partners delivered $1.2 million more profit from their accounts than their peers Boyatzis, 1999 © 2008 Hay Group. All Rights Reserved 28
- 29. …and better outcomes across all sectors Examples from nursing… Nurses and nurse managers with higher EI scores are responsible for: lower staff turnover higher frequency of professional practice behaviors higher staff, patient and doctor satisfaction Studies into the doctor-patient relationship show that doctors’ demonstration of empathy reduces hospital litigation issues Hay Group nursing leadership studies, 2003 & 2006 …and manufacturing After supervisors in a manufacturing plant received training in emotional competencies –how to listen better and help employees resolve problems on their own – lost-time accidents were reduced by 50%, formal grievances were reduced from 15 to 3 per year, and the plant exceeded productivity goals by $250,000 Pesuric & Byham, 1996 © 2008 Hay Group. All Rights Reserved 29
- 30. Learn more For information on products and services to help develop your EI visit www.haygroup.com/leadershipandtalentondemand or call 1.800.729.8074! © 2008 Hay Group. All Rights Reserved 30