Why Being Clever Isnt Everything
-
Upload
tjbannister -
Category
Documents
-
view
661 -
download
3
description
Transcript of Why Being Clever Isnt Everything
Being clever isn’t everythingMaking the business case for emotional and social intelligence
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 GolemanWorking with Emotional Intelligence, 1998
3© 2008 Hay Group. All Rights Reserved
Table of contents
01 Why EI?
02 What is EI?
03 Why measure EI?
04 Why do organizations use EI?
Why EI?
01
We find that most of the characteristics that differentiate the outstanding performersare these things that we call social and emotionalcompetenciesRichard Boyatzis, 2008
6© 2008 Hay Group. All Rights Reserved
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”
7© 2008 Hay Group. All Rights Reserved
…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
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
What is EI?
02
The capacity for recognizing our own feelingsand those of others, for motivating ourselves, for managing emotions well in ourselves and in our relationshipsDaniel Goleman
11© 2008 Hay Group. All Rights Reserved
A simple model that captures it all…
OTHERSSELF
Selfawareness
Socialawareness
Selfmanagement
Relationshipmanagement
AWAR
ENES
S
performance
ACTI
ON
S
…the characteristics that help us deliver – individually and through others –
working co-operatively
addressing and resolving conflict
influencing individuals and groups
motivating a colleague
inspiring a team
developing or mentoring others
12© 2008 Hay Group. All Rights Reserved
The heart of EI
OTHERSSELF
Socialawareness
Selfmanagement
AWAR
ENES
SAC
TIO
NS
Awareness of your emotions
Insight into their impact on your performance
Honesty in your positive and negative biases
Selfawareness
Relationshipmanagement
13© 2008 Hay Group. All Rights Reserved
The fire and the brakes
OTHERSSELF
Selfawareness
Socialawareness
Selfmanagement
Relationshipmanagement
AWAR
ENES
SAC
TIO
NS
Self-control – especially under pressure
The energy to do your best
Openness to change and new ideas
Persistence – despite obstacles and setbacks
14© 2008 Hay Group. All Rights Reserved
Sensing others’ feelings and perspectives
Reading the organization –the influencers, the networks and the dynamics
Tuning in
OTHERSSELF
Selfawareness
Socialawareness
Selfmanagement
Relationshipmanagement
AWAR
ENES
SAC
TIO
NS
15© 2008 Hay Group. All Rights Reserved
Making a difference
OTHERSSELF
Selfawareness
Socialawareness
Selfmanagement
Relationshipmanagement
AWAR
ENES
SAC
TIO
NS
Turning conflict into agreement
Collaborating with others
Having a positive impact
Bringing out the best in others
Bringing people together to get the job done
It’s not a fad, it’s not a trend.
EI is the result of a long historyof analyzing social intelligence (otherwise known as ‘what makes people tick’).
17© 2008 Hay Group. All Rights Reserved
The latest in a long line of great thinking
THE ‘THINKING’ BRAINAnalyzes slowly for meaning: acts as a brake is a check on motivational impulses
Prefrontal lobes
THE ‘EMOTIONAL’ BRAINResponds quickly based on: what motivates us what we care about
Amygdala
ACTUAL BEHAVIOR
Why measure EI?
03
19© 2008 Hay Group. All Rights Reserved
The EI link to business results
Emotional Intelligence
What you do
Organizational Climate
Discretionary Effort
Business Results
What you bring
20© 2008 Hay Group. All Rights Reserved
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.
21© 2008 Hay Group. All Rights Reserved
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.
UNKNOWN BY SELFKNOWN BY SELF
open / freearea
blindarea
KN
OW
N B
Y O
THER
SU
NK
NO
WN
BY
OTH
ERS
hiddenarea
unknownarea
Joseph Luft and Harry Ingham worked it out in the 1950s.
You may know it as the Johari Window.
Learning reduces your blind areaSharing what you’ve learned reduces your hidden areaDoing both reduces your unknown area
EI feedback is the starting point
1 2
3 4
22© 2008 Hay Group. All Rights Reserved
Focus on the things you can change
…and, unlike IQ, you can develop EIWhen 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
23© 2008 Hay Group. All Rights Reserved
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.
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
Why do organizations use EI?
04
Great listener Blank wallEncourager DoubterCommunicator SecretiveCourageous IntimidatingSense of humor Bad temperShows empathy Self-centeredDecisive IndecisiveTakes responsibility BlamesHumble ArrogantShares authority Mistrusts
Who would you work best for?Taken from Daniel Goleman, Social Intelligence, 2006
27© 2008 Hay Group. All Rights Reserved
EI accounts for leadership excellence…
EI competencies distinguish the stars from the average…
…are better predictors of success than previous experience or high IQ…
…and they allow leaders to create high performance climates
In a study of 300 top-level executives from 15 global companies 85-90% of leadership success was linked to social and emotional intelligenceSpencer, L.M., Jr,. 1997
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
Schools whose head teachers have high EI scores demonstrate the best national inspection resultsOngoing Hay Group research
28© 2008 Hay Group. All Rights Reserved
…bottom-line performance…
EI competencies help professionals do more work…
…make more sales…
…and deliver more profit
In most complex jobs a top performer is 127% more productive than an average performer Hunter, Schmidt & Judiesch, 1990Competency research in over 200 organizations worldwide attributes ⅓ of this difference to technical and cognitive ability, and ⅔ to emotional competence Goleman, 1998
At L’Oreal, sales professional with high EI scores sold $91,370 more than their lower-scoring peersSpencer & Spencer, 1993
High scoring consulting partners delivered $1.2 million more profit from their accounts than their peersBoyatzis, 1999
29© 2008 Hay Group. All Rights Reserved
…and better outcomes across all sectors
Examples from nursing…
…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
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 issuesHay Group nursing leadership studies, 2003 & 2006
30© 2008 Hay Group. All Rights Reserved
Learn more
For information on products and services to help develop your EI visit www.haygroup.com/leadershipandtalentondemand or call 1.800.729.8074!