Ei Stories & Resources…

Executive Assistant

EQ-I2.0 profile

Analysis

The client’s profile graph reveals some interesting areas of both strength and opportunity.

In a previous conversation, the client had mentioned that she feels like she copes well with the demands of her job but feels she has much more to offer, particularly when it comes to working with people. Her above average result on Empathy (118), Interpersonal Relationships (108) and Emotional Expression (131) seem to support her feelings of “wanting a job that puts her in close contact with people and allows her to truly help others.”

Reality Testing and Problem Solving are two areas that present as potential derailers should she seek her own business. Low scores in Reality Testing (76) and Problem Solving (73), coupled with both of these subscales being 30 points lower than Impulse Control (108) suggest a tendency for Heather to be delayed or paralyzed in decision making.

She also presents with a Flexibility score that is higher than most other subscales on the EQ-i 2.0. As a result, she may appear to be less practical or pragmatic in her career decisions, since her Flexibility score coupled with low Reality Testing and Problem Solving interact in a way that may leave her susceptible to her high emotional investment/ interest in a new direction without a realistic evaluation of whether she can indeed follow through with a given direction.

Coaching Approach

The recommended coaching approach would be to set aside deciding on a career (which has likely spawned from her excitement to try something new without the realistic assessment of what a career change entails) and concentrate on two developmental areas:

  • Gaining a clear understanding of her strengths and weaknesses
  • Working through different decision making techniques and processes

Rationale

The client’s profile graph reveals some interesting areas of both strength and opportunity.

(1) Her response was that she only 'sometimes' has a good sense of her strengths and weaknesses. There are clear subscales that could be strengths for her (i.e., Empathy (118), Emotional Expression (131), Flexibility (111) and Interpersonal Relationships (108)) where she may benefit from further understanding and realization. It may help her to examine real situations in her current role where she excelled in these areas and those outside of what the EQ-i 2.0 measures. She may need assistance in this activity because her slightly lower Self-Regard may lead her to being overly conservative in her evaluation of her capabilities.

(2) Building on this process, she may benefit from being introduced to some techniques for making decisions independently, including setting realistic goals and mapping out an action plan for achieving them. Although these should be small and short term goals, they should be coupled with gathering more information about career options, and even completing additional career interest inventories. The crux of this developmental exercise would be for her to follow through on, and hold herself accountable for completing an action plan for reaching these goals. She may need to watch her tendency to be overly expressive and that her emotions don’t overrule or overshadow an objective evaluation of a situation (i.e., extreme excitement about the idea of starting her own business versus how much commitment and follow through will be needed to create and build a successful company.

Sports Pro

EQ-I2.0 profile

Background

Despite having a career driven by his passion, the client is unhappy with the day-to-day operations of running his business which he feels detracts from his passion of coaching and mentoring young athletes. However even while coaching, he has recently found himself confronted with the challenges of helicopter parents and athletes with a below average work ethic and above average expectations. Unfortunately, the client doesn’t challenge the status quo or voice his concerns until his back is against the wall.

Summary of Results

Overall, Johann’s total emotional intelligence score is low (90) and although this score in itself presents an opportunity for development, there are also several implications of his low Total EI score reflected at the subscale level, impacting the process by which he addresses and copes with his day-to-day challenges. As a result, the true opportunity for Johann lies at the subscale level and the interactive effects between his relative strengths and weaknesses. Figure 1 highlights some of the key relationships addressed during Johann’s coaching and development.

In this case, despite Johann’s Impulse Control (105) falling in the Mid Range, it is one of his ‘relative’ strengths. Given his level of development, remaining resistant to temptation while not being overly reactive, is a strength for Johann. Although addressing Impulse Control in isolation is a good starting point, it is equally important to take into account the interactive effects of Impulse Control. . Of particular interest in this case was the interaction of Impulse Control with Flexibility, Stress Tolerance, and Assertiveness. Collectively, this combination of results indicate that Johann is not only adept at tempering his reactions, but this combination of skills might suggest that he is overly guarded, resistant to change, and in some cases, inflexible. During the feedback session, this hypothesis was explored.

Client’s initial reaction to the probing questions during the feedback process was initially surprise, followed by thoughtful reflection. As the conversation evolved, Johann soon realized that although as an athlete he was open to new ideas and loved to be challenged, as a coach, however, he feels much more vulnerable, and such change implies incompetence.

Client’s Empathy (105) is complimented by his relative strength in Emotional Self-Awareness (101). This combination of skills suggests that he is not only able to relate to the plight of others, he can also understand how the positive and negative emotions of others can impact his own emotional state. The difficulty for him lies in the combination of low Reality Testing (93), coupled with his lower Emotional Expression score (92), suggesting that the client may misperceive the gravity of a given situation and incompletely or inaccurately express (verbally and nonverbally) how he is feeling.

Analysis

Collectively, Johann’s three personal strengths have shed light onto several development areas. In many cases, these development areas are directly related to the professional challenges Johann communicated prior to completing the EQ-I 2.0.

Given the relatively low scores across Johann’s profile, a combination of the model approach and narrative approach to feedback was used to help engage Johann in the feedback process. The model approach helped to minimize the sting of the relatively low profile, why the application of the narrative approach allowed Johann to move freely through his results.

Post feedback, Johann had agreed to work on three key areas of emotional intelligence development. To provide structure to the coaching and development process, energy was directed toward the Self-Regard, Reality Testing, and Assertiveness subscales.

Star Performers: American Express

Purpose

To predict key characteristics associated with top performance from which selection criteria can be generated.

Results

Two different metrics were used to determine success in the role of customer focused sales associates: customer satisfaction and sales. As part of a star performer study, MHS created four performance groups:

  1. those who scored well on both metrics;
  2. those who scored high on customer satisfaction and low in sales;
  3. those who scored high on sales and low in customer satisfaction; and
  4. those who scored low on both metrics. These representatives also completed the EQ-i assessment. Those who scored well on both metrics had the highest EQ-i scores (see chart.)

ROI Impact

The EQ-i predictive model accounted for significant differences between high and low performing sales representatives. The EQ-i accounted for:

• 48% of the variance in performance, or in other words, almost one-half of the skill set required of a successful customer focused sales associate.

Takeaway

Using the EQ-i predictive model for Training and Recruitment leads to:

  • • Higher sales
  • • Improved performance

Super Selection: Insurance

Purpose

To predict key characteristics associated with top performance from which selection criteria can be generated.

Results

First, a subjective rating was used to determine performance levels amongst General Agents (GAs) at the insurance company. Agents completed the EQ-i and were rated by two VPs as high or low performers.

The sales teams of the highly rated GAs significantly outperformed the other teams in terms of sales.

As you can see from the graph, the EQ-i can be used to predict characteristics associated with high performance. High performers consistently scored higher in most emotional intelligence characteristics; most notably: assertiveness, self-actualization, empathy, problem solving, and happiness.

ROI Impact

The company looked at the four-year compound annual growth rate (CAGR) of their General Agent teams. For these high performer teams,

• Growth was 15%, much higher than the -1% achieved by the teams of the low performing GAs.

Takeaway

Using the EQ-i for Selection generates:

  • • Higher performing employees
  • • Decreased attrition rates

Ian's Ei Journey

An insightful and engaging public speaker and facilitator, Ian spent the first part of his career at sharp end of project delivery.

“What I learned – as I moved from an operational Corporate Finance role into full-on Programme Management – was that the same behavioural issues can make or break a project or team. Whatever the sector, whatever the scale, people thrived or suffered proportionately to the same set of core skills. I also observed that these could be learned.

“When in a leadership role at a medium-sized multinational manufacturing business, we found that the Engineering training and skills were simply not helping colleagues achieve the effectiveness they needed to progress together. We engaged help from an Emotional Intelligence coach (Gary from High Impact Development), who directed us along the EQ-i2.0 and EQ-360 instruments and helped all 6 of us break through to a new level of trust and teamwork.

“That was the moment that I knew that all those years of observation and analysis had a purpose. It was when I committed my next years to bringing this powerful learning to a broader audience for the good both of the individuals… and of the companies they lead.”

Economics graduate, former FCCA (a “recovering accountant”) trained at Philips, Ian’s formative career as a project manager was at Motorola EMEA in the 1990s, with subsequent work as a programme manager in mobile telecom in the 2000s.

Time spent as a consultant service and project delivery manager saw experience of higher education, social care, hospitality, FMCG and fresh produce, and precision manufacturing sectors. Ian holds certifications in PRINCE2, MoP, ISEB and ITIL and is a member of the British Computing Society.

Southampton-based Ian volunteers as a mentor in a 12-step recovery programme. He was certified as a coach of the EQ-i 2.0® and EQ-360 instruments in 2015.


https://uk.linkedin.com/in/ianbartlett

Resources

Recommended Reading

Daniel Goleman’s seminal article “What makes a Leader?” from the Harvard Business review 2004:

https://hbr.org/2004/01/what-makes-a-leader Scholarly articles:

EMOTIONAL INTELLIGENCE, LEADERSHIP EFFECTIVENESS, AND TEAM OUTCOMES. Prati, Douglas, Ferris, Ammeter, & Buckley. The International Journal of Organizational Analysis, Vol. 11, No. 1, 2003

THE IMPACTS OF EMOTIONAL INTELLIGENCE ON LEADERSHIP AND TEAM WORK. Copyright © 2003 - 2015 – LawTeacher, a trading name of All Answers Ltd.

http://www.lawteacher.net/free-law-essays/public-law/the-impacts-of-emotional-intelligence-on-leadership-and-team-work-public-law-essay.php Training text for Accredited Coaches:

The EQ-i2.0 and EQ-360 brands, the 5-segment spectrum design and the “assess. predict. perform.” strapline are registered trademarks of Multi-Health SystemsInc(“MHS-Inc”) of Toronto, Canada. Rights reserved.

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