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Emotional Intelligence Predicts Performance

11/3/14

Presenter: Jane Doe

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Objectives

• Why Emotional Intelligence?

• Basic Science of Emotional Intelligence.

• How Emotional Intelligence Drives Business.

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• There is a direct relationship between success in every area of life and level of

development of emotional intelligence.

• These are skills that can be learned and refined through knowledge and practice.

• Can lead to greater levels of life satisfaction in all aspects of life.

Benefits of Emotional Intelligence

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Top 10 Emotionally-Intelligent Fortune 500 CEOs

Huff Post, 2011

http://www.huffingtonpost.com/chip-conley/the-top-10-

emotionallyint_b_911576.html

Jeff Bezos Warren Buffet Larry Fink

Jamie Dimon Kenty Thiry

John Donahoe

Alan Mulally

Howard Schultz

Ursula Burns

Indra Nooyi

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The Neuroscience of Emotional Intelligence

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“Emotional Intelligence is the ability to…

…sense, understand, and effectively apply the power and acumen of

emotions as a source of energy, information, creativity, trust and

connection.” (Cooper & Orioli)

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EQ Map® Emotional Intelligence Model

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Retaining the Best People

1. Why careers get derailed:

• Inability to handle interpersonal problems.

• Unsatisfactory team leadership during times of difficulty or conflict.

• Inability to adapt to change or elicit

trust.

75%

25%

EQ-Related Reasons

Other Reasons

Center for Creative Leadership, 2001

The Business Case for Emotional Intelligence

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7% IQ-Related 93% EQ-Related

Stein & Howard, 2011

It’s not what you say but how you say it that people remember.

Competitive Edge: Trust & Believability

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“Trust is equal parts character and

competence… You can look at any

leadership failure, and it’s always a failure

of one or the other.”

Covey, 2006

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50% of time wasted is due to lack of trust.

Can you think of examples of how time wasted is due to lack of trust?

Whitney, 2014

The Economics of Trust

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30% of American employers have

reduced salaries;

Over half of employees reported dropped

productivity due to economic uncertainty

Tapping Potential

PDI and Workplace Options

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85% report they could work more productively;

Over half say they could double their

productivity “if I wanted to”.

Champoux, 2010

Tapping Potential

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1.Deliver superior products and services

2.Attract and retain the best people

3.Create opportunities for growth and

innovation for the future

Three Challenges Essential to Competitive Advantage

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Building

Trusting

Relationships

Increasing

Energy &

Effectiveness

Under Pressure

Creating

the Future Innovation

& Unique

Potential

Capacity Character

Initiative

Success

© Orioli & Cooper

Three Driving Forces of Competitive Advantage

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THANK YOU