THERE IS ONLY ONE AREA WHICH A BUSINESS—OR ANY ORGANISATION—NEEDS TO ADDRESS IF IT WANTS TO LIFT ITSELF FROM AVERAGELY SUCCESSFUL TO EXCELLENT: HOW WELL THE PEOPLE IN THE BUSINESS WORK TOGETHER
Our organizational Coaching program is designed to move organizations from where they presently are to where they should be. The structure usually depend on the need per organization.
The following points build a case for how emotional intelligence contributes to the bottom line in any work organization. Based on data from a variety of sources, it can be a valuable tool for HR practitioners and managers who need to make the case in their own organizations.
- Experienced partners in a multinational consulting firm were assessed on the EI competencies plus three others. Partners who scored above the median on 9 or more of the 20 competencies delivered $1.2 million more profit from their accounts than did other partners – a 139 percent incremental gain (Boyatzis, 1999).
- An analysis of more than 300 top-level executives from fifteen global companies showed that six emotional competencies distinguished stars from the average: Influence, Team Leadership, Organizational Awareness, self-confidence, Achievement Drive, and Leadership (Spencer, L. M., Jr., 1997).
- In jobs of medium complexity (sales clerks, mechanics), a top performer is 12 times more productive than those at the bottom and 85 percent more productive than an average performer. In the most complex jobs (insurance salespeople, account managers), a top performer is 127 percent more productive than an average performer (Hunter, Schmidt, & Judiesch, 1990). Competency research in over 200 companies and organizations worldwide suggests that about one-third of this difference is due to technical skill and cognitive ability while two-thirds is due to emotional competence (Goleman, 1998). (In top leadership positions, over four-fifths of the difference is due to emotional competence.)
- At L’Oreal, sales agents selected on the basis of certain emotional competencies significantly outsold salespeople selected using the company’s old selection procedure. On an annual basis, salespeople selected on the basis of emotional competence sold $91,370 more than other salespeople did, for a net revenue increase of $2,558,360. Salespeople selected on the basis of emotional competence also had 63% less turnover during the first year than those selected in the typical way (Spencer & Spencer, 1993; Spencer, McClelland, & Kelner, 1997).
- In a national insurance company, insurance sales agents who were weak in emotional competencies such as self-confidence, initiative, and empathy sold policies with an average premium of $54,000. Those who were very strong in at least 5 of 8 key emotional competencies sold policies worth $114,000 (Hay/McBer Research and Innovation Group, 1997).
- In a large beverage firm, using standard methods to hire division presidents, 50% left within two years, mostly because of poor performance. When they started selecting based on emotional competencies such as initiative, self-confidence, and leadership, only 6% left in two years. Furthermore, the executives selected based on emotional competence were far more likely to perform in the top third based on salary bonuses for performance of the divisions they led: 87% were in the top third. In addition, division leaders with these competencies outperformed their targets by 15 to 20 percent. Those who lacked them under-performed by almost 20% (McClelland, 1999).
- Research by the Center for Creative Leadership has found that the primary causes of derailment in executives involve deficits in emotional competence. The three primary ones are difficulty in handling change, not being able to work well in a team, and poor interpersonal relations.
Those are just to mention a few. Years in the service of providing Human Resources Solutions by our sister company Simeon’s Pivot Resources we have noticed over looking the emotional intelligence part of work has cause lack of productivity in Nigeria companies and orgnaisations.
OTHER POINTS BELOW:
- One of the foundations of emotional competence — accurate self-assessment — was associated with superior performance among several hundred managers from 12 different organizations (Boyatzis, 1982).
- Another emotional competence, the ability to handle stress, was linked to success as a store manager in a retail chain. The most successful store managers were those best able to handle stress. Success was based on net profits, sales per square foot, sales per employee, and per dollar inventory investment (Lusch & Serpkeuci, 1990).
- Optimism is another emotional competence that leads to increased productivity. New salesmen at Met Life who scored high on a test of “learned optimism” sold 37 percent more life insurance in their first two years than pessimists (Seligman, 1990).
- A study of 130 executives found that how well people handled their own emotions determined how much people around them preferred to deal with them (Walter V. Clarke Associates, 1997).
- For sales reps at a computer company, those hired based on their emotional competence were 90% more likely to finish their training than those hired on other criteria (Hay/McBer Research and Innovation Group, 1997).
- At a national furniture retailer, sales people hired based on emotional competence had half the dropout rate during their first year (Hay/McBer Research and Innovation Group, 1997).
SOME BENEFITS OF COACHING
- It gives more focus on coachee
- The coachee is more open with ares of weakness that cannot be shared in the open
- The coach uses personalized tools with coachee for in-depth self-awareness
- The real root of performance challenge is identified and intervention is directly focused on such
- Improvement can be tracked
- The coach is a guide not an instructor
- Coach and Coachee can creat a custom plan: a “roadmap” to the goals
- There is avenue to resolve situational readblock that may emerge along the way
This program is facilitated by a Certified Six Seconds Emotional Intelligence Practitioner.