Emotional Intelligence skills drive leadership performance. Daniel Goleman, author of “Emotional Intelligence: Why It Can Matter More Than IQ” and “Working with Emotional Intelligence”, believes that individuals are born with a general Emotional Intelligence (EI) that determines their potentials for learning emotional competencies. The competencies within each facet of EI are not innate talents, but rather learned capabilities that can be developed and improved upon to achieve outstanding performance. According to the Capgemini Research Institute, the demand for emotional intelligence skills is set to increase by six times in the next 3-5 years.
Working effectively with all the different and difficult types of people in the workplace—from co-workers to customers to suppliers to higher-ups—isn’t easy. Success hinges on the ability of your employees to manage their emotions and the emotions of others to avoid miscommunications, resolve conflicts, reduce stress, reach consensus, build a cohesive work environment, improve relationships, increase well-being and get things done.
Our “Leading With Emotional Intelligence” program follows a practical roadmap through Emotional Intelligence (EI) based coaching interventions with defined milestones executed in a 3 to 12-Month period delivered by Executive Advisors, who are experts in Change Management/ Strategy Consulting, Executive/ Leadership Coaching, and Certified in the EQ-i 2.0 and EQ360 Emotional Intelligence Assessments.
Leaders will be taking the EQ-i 2.0 and EQ360 assessments to understand their total Emotional Intelligence (EI) score and will learn how their EI composite scales (Self-Perception, Self-Expression, Interpersonal, Decision Making, and Stress Management) are impacting their workplace. They will receive their EQ-i 2.0 and EQ360 results in a leadership report format (Leadership EQ-i 2.0/ Leadership 360) and put their strategies and goals into a tangible action plan/ development commitment to balance their EI score.
The leadership EQ-i 2.0 and EQ360 reports have been designed to examine results through four key dimensions of transformational leadership:
Authenticity
An authentic leader serves as a role model for moral and fair behavior. A transparent approach commands esteem and confidence from employees.
Coaching
A leader who coaches effectively is seen as a mentor who supports employee growth. Employees are nurtured towards achieving their highest levels of performance.
Insight
A leader provides insight by sharing a purpose and hopeful vision for colleagues to follow. Employees are compelled and inspired to exceed goals.
Innovation
An innovative leader focuses on taking risks, spurring colleagues’ ingenuity and autonomous thought. Knowledge is valued and challenges are viewed as learning opportunities.
The leadership EQ-i 2.0 and EQ360 reports will also be examining possible “Leadership Derailers”. That is, the factors that are most important in the failure of leaders. Lower scores in the subscales of impulse control, stress tolerance, problem solving, and independence may make it more difficult for a leader to be inspirational, visionary, innovative, and able to motivate their team to outperform expectations.
