A seasoned group of Organizational Development consultants asked me to facilitate a session on Emotional Intelligence (EI) for a professional development network session in Chicago. The purpose of the group is to share information and learn from one another. The opportunity to draw upon their experience caused me to create a highly-interactive session with the objective of determining the significance of Emotional Intelligence in the workplace .
I provided the group with some background information by defining Emotional Intelligence and providing a few samples of results obtained from our applied EI skill-building programs. I then requested that the practitioners break into three smaller groups. Each group was asked to identify problems or issues they experienced in their companies that could be improved by developing Emotional Intelligence skills. After about 10 minutes of discussion, I asked the groups to share their results. In all, the group identified 45 topics. Below is a representative sample of 15 of those topics.
- Call reluctance
- Coaching
- Creativity
- Efficiency
- Employee satisfaction
- Expectation setting
- Grievances
- Leadership
- Mergers
- Problem solving
- Productivity
- Quality
- Stress
- Supplier relations
- Work/life balance
This list gives some insight into the significant impact that improving EI competencies can have on an organization. I can’t think of any other intervention that has the potential to positively affect so many organizational challenges at the same time. And the effect is expansive. Enhancing EI competencies goes beyond just improving leadership competencies or management skills. Participants in our programs have reported dramatic improvements in a variety of issues. They have experienced improvements ranging from 15% to 35% increased teamwork, 20% to 40% reduction in stress and worry, 20% to 35% increase in personal productivity and similar improvements in creativity, work/life balance, personal motivation, management of emotional reactiveness and more.
I’m always conservative when gathering information and presenting results. But let’s look at the above data from a more conservative point-of-view. Cut the above ranges in half. What would a 7% to 17% increase in teamwork, a 10% to 17% increase in personal productivity, or a 10% to 20% reduction in stress and worry mean to your organization? Since we know that stress impacts health, we can assume that there may well be an indication of reduced health care costs which, in turn, directly and positively impacts the company’s bottom line.
Whether or not I’ve listed them above, let’s examine some specific areas our group of professionals identified in relation to results reported by our participants. Once of the identified areas is grievance resolution – one of the toughest problems organizations face today. However, despite its difficulty, one of our participants reported a significant reduction in step 2 grievances by using simple, proven EI techniques. Another particularly difficult area where participants have experienced success is employee engagement. One participant reported that by using the techniques he was viewed as more approachable by his direct reports. As a result he was presented with an idea that saved the location an equivalent of 10 people a year, representing a return on investment in savings of about $300,000.
And this testimonial from a participant in the transportation industry provides insight into the power of applying EI techniques. When asked about resolving or managing conflict, our participant stated, “This is huge! I used to thrive on the conflict. Now I avoid it. It’s a daily issue. … Now we’re not yelling and throwing stuff. It would get ugly sometimes – wresting matches at times. … I was always the first one to step up. This hasn’t happened in awhile. Arguments don’t break out now. I let people vent and explain why (the issue is they way it is) or I don’t say anything (just let them vent and be heard).”
The key point is that helping people at all levels of the organization to enhance their EI skills helps improve or resolve a number of problems and issues. It is far more productive to leverage scarce resources with Emotional Intelligence skill-building as opposed to focusing on targeted, narrow interventions such as communication or conflict management or change management.
About the Author
Byron Stock, a former engineer and director of corporate education has focused in the area of Emotional Intelligence Training for over a decade. He guides individuals and organizations toward excellence by helping them enhance their EI as a powerful tool to achieve strategic objectives, lead change and create resilient, high performing organizational cultures. Learn about Byron’s quick, easy, proven techniques to harness the power of your Emotional Intelligence in his new book, SMART EMOTIONS for Busy Business People available through his website www.ByronStock.com
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