The Role Of Emotional Intelligence (EI)

There has even been debate with opposing views as to whether the subject of emotional intelligence is valid at all! Before such a discussion is entered into we must first examine what the definition of emotional intelligence is and look at the history of where and how the subject evolved. This should clear away much of the clutter and misinformation with respect to this subject and allow us to clearly investigate the facts.

There have been a number of definitions for emotional intelligence (EI). The one that probably encompasses EI in total is;-

The personal qualities and attributes of self-awareness, impulse control, persistence, confidence, self-motivation, empathy, social deftness, trustworthiness, adaptability, and a talent for collaboration that an individual possesses, at a given moment in time.

EI itself is claimed to be measurable for the individual. Such scoring techniques result in an emotional quotient or EQ being generated for the individual. The testing and assessment process uses psychometrics as the basis for achieving such measurements.

The word psychometric literally means, measuring the mind and in one sense, any systematic attempt to assess mental characteristics. At first it may appear confusing and very new age, but it must be remembered that psychometric testing has been used extensively in both the education and human development fields for many years. It can, therefore, be argued that psychometric testing and assessment is a legitimate tool in personal evaluation techniques.

It must be emphasised, however, it is definitely not the only tool available and so only forms part of an arsenal of tools used in any assessment process. The point here is to emphasise is that there is no magic formula or single tool which is capable of doing the entire job, at all times and in all circumstances. Such a single tool does not and may never exist. EI does provide an excellent starting point from which to more fully examine the true potential of leadership aspirants.

History of emotional intelligence development

The first published use of the term emotional intelligence can be traced back to an American University student’s dissertation back in 1985. Since that time, two American university professors in 1990, (namely John Mayer and Peter Salovey), published two academic journal articles describing their work in emotional intelligence. Mayer, (University of New Hampshire), and Salovey (Yale University), were attempting to develop a way of scientifically measuring the differences between an individual’s use, awareness and control in the area of emotions. They found that some people were better than others at things like identifying their own feelings, identifying the feelings of others and solving problems involving emotional issues.

The person most commonly associated with the term emotional intelligence, however, is a man named Daniel Goleman. In 1995 Goleman’s book Emotional Intelligence was published. There are many distinguished academics who claim that Goleman and his publisher actually hi-jacked the term, emotional intelligence and much of the work by Mayer and Salovey. Irrespective of claim and counter claim the term emotional intelligence is well accepted today and has been backed up by constructive research from a number of recognised experts in this field, including that of Daniel Goleman.

Emotional intelligence and leadership connection

There is argument, both for and against the notion that the greatest of leaders have very high levels of emotional intelligence as a mandatory pre-requisite. Whilst there has been some excellent research performed on this subject in recent years, there is still not enough evidence to make such wide spread and generalised statements in the opinion of this author. I do, however, concede that what evidence is available certainly points to the fact that emotional intelligence is a major factor in the identification of high potential leaders of the future.

Emotional intelligence research results of leaders

Daniel Goleman has often publicly spoken about and written articles on the evidence gathered from research into the make-up of business leaders. Goleman often cites the findings of the late David McClelland, who was a renowned researcher in human and organisational behaviour. These research results do show a direct correlation between leadership performance and the possession of high levels of emotional intelligence.

There is no doubt that high performance leaders do possess certain personal qualities and attributes but evidence also suggests that they also have high levels of emotional intelligence. The evidence suggests that the high performance leader is not only in regular touch with their own feelings but has the ability to readily empathise and understand the feelings of those around them. Research results to date indicate that nearly 90% of high performance leaders have high emotional intelligence when tested. What is more, the high potential future leaders identified by those incumbent best practice leaders also possess high levels of emotional intelligence. Research results have also shown that poorly performing or borderline leaders have relatively low levels of emotional intelligence.

Other results clearly show that the best performing enterprises do have high numbers of high emotionally intelligent leaders in key positions. There is not only a direct link between having large numbers of high emotional leaders in key roles in high performing enterprises but also low performance enterprises appear to have low emotionally intelligent leaders at the helm.

The Goleman Emotional Intelligence Model

Can emotional intelligence be learned?

Research has found that emotional intelligence can in fact be learned. It takes time. Research has also found that emotional intelligence increases as time passes. This shows something most of human kind has known for thousands of years. Most people increase their emotional intelligence as we get older. This phenomenon has been widely known as maturity for many years.

It must be stated that to effectively grow emotional intelligence it is simply not good enough to just allow the maturity process to take place on its own. In order for individuals to grow to their full potential a little specialised help is needed along the way.

Standard training courses and methodologies are not aimed at improving emotional intelligence. They focus on improving knowledge and skills. Whilst these are also needed a different approach is taken with increasing emotional intelligence. To enhance an individual’s emotional intelligence requires the breaking of old undesirable behavioural habits and replacement with desirable habits that have been practiced and have become entrenched. There needs to be a commitment, honesty and open attitude from the individual who is being grown. Without this basic level of co-operation, the identified improvements will not produce the effective behavioural pattern change.

There are a number of ways of facilitating such changes. The most common way is to use an experienced coach to show the way forward. This needs to be performed on a one on one basis to be most effective. The changes also need to be practiced so they become second nature. When practiced enough discernable changes can be again assessed and will be measurable enough to change an individual’s emotional intelligence score (EQ).

Emotional Quotient (EQ) testing or mapping?

Emotional Quotient, or EQ, is the term given to the measure of the understanding of intelligence. One method of establishing EQ is to map the results. In 1995, Essi Systems Inc. and Advanced Intelligence Technologies (AIT) joined together to create the first-ever EQ Map. A measurement of the various qualities and competencies of EQ, (the EQ Map ™ ) determines not how intelligent an individual may be, but how an individual is made intelligent. The EQ Map is designed to help business executives, managers, and professionals assess their personal EQ levels and enhance their EQ leadership and performance in the workplace. When used by educators, parents, and community leaders, the EQ Map provides invaluable insight for developing EQ within their respective areas.

The EQ Map integrates over 90 distinct bodies of research on Emotional Intelligence. Divided into five parts with 20 scales, the EQ Map focuses on EQ Awareness, EQ Competencies, EQ Values/Beliefs and Life Outcomes. Like a snapshot in time, the integrated assessment captures the essence of an individual’s often complex and multidimensional life at a given point in time. The determinant factors in the EQ Map are tied to an individual’s ability to stay healthy under pressure, develop trusting relationships and creatively sense and pursue opportunities for one's future.

How mapping differs from testing

Mapping professes to be a unique, non judgmental, interactive approach to assessing levels in many areas, including Emotional Intelligence, stress and creativity. While tests provide a numeric score typically indicating skills or knowledge, maps provide a bird's eye view approach to surveying the landscape, identifying strengths and pinpointing vulnerabilities whilst targeting specific actions to be taken. The goal of testing is to measure your knowledge about a subject. The goal of mapping is personal discovery and self-learning. Within the EQ Map you are the subject and EQ is the field of view.

A high performance leader’s EQ

High performance leaders who practice high EQ behaviours are leading with EQ. If these leaders also practice EQ principles, then they are engaging in EQ leadership.

Essential High EQ leadership principles are:

1. The leader commits to co-creating an organisation in which individuals can be and are encouraged to do their best to achieve shared goals
2. The leader encourages people to create and articulate a shared vision and mission that is inspiring to everyone
3. The leader shares authority and accountability with others
4. The leader encourages people to work interdependently in order to achieve a shared goal
5. The leader co-creates a climate in which people respect each other, believe in their own self-worth and value authenticity
6. The leader co-creates mechanisms so that meaningful and whole-hearted participation can happen
7. The leader exercises personal power (rather than positional power) ensuring that the best decisions are made yet refusing to be treated as or to be regarded as a heroic leader. As the organisation matures, members view themselves as leaders

The high EQ leader:

1. Knows themselves
2. Is always honest with themselves
3. Remains authentic by being transparent and congruent
4. Uses their own special talents as a source of personal power
5. Uses their mental, emotional, physical, and spiritual energy to consistently do and be their best
6. Is continuously striving for self improvement

High EQ leaders seek self improvement in the following:-

• Self-awareness
  
  Recognising the causes and effects of feelings and reactions
• Managing emotions:
  
  Understanding emotions and using that understanding beneficially
• Optimism
  
  Recognising that the individual has the power over choices and energy. Optimism includes initiative and long-term thinking
• Social Awareness
  
  This includes not only being empathetic, compassionate, but also showing social discernment. This is the ability to recognise the differences and obstacles between people
• Social Skills
  
  This includes communication (attentive listening, speaking for self), collaboration (engaging in dialogue, holding conflict) and team-building abilities
• Commitment to a Noble Goal
  
  Commitment to service that benefits others, the enterprise and the world at large

Emotional Intelligence and Sales Success

Research has shown that Emotional Intelligence (EI) as measured by EQ (Emotional Quotient) is highly predictive of sales success. The sales research included EQ assessment testing for over 1000 sales personnel in a large U.S. based international organisation. These people were based in every state in the U.S. and in Japan, England as well as Germany. The research question posed was to answer if there were any differences in the EQ scores of successful salespersons as compared to those who are considered less than successful. The analysis was based on objective data regarding the ability of salespeople to meet individual sales goals. Success was defined as meeting 100% or more of the goal and failure was defined as meeting less than 70% of the goal. The analyses followed standard procedures for stepwise logistic regression to identify which demographic variables and EQ subscales were most related to success as a salesperson.

Results of Logistic Regression

The results of the assessment testing showed that successful sales people had a high index score in the following subject categories:-

• Assertiveness
• Empathy
• Happiness
• Emotional Self Awareness
• Problem Solving

Occupational Profiling

This model indicates that of the 15 areas of EQ as measured by the EQ index, those most predictive of sales success in the organisation studied were: Assertiveness, Empathy, Happiness, Emotional Self Awareness and Problem Solving skills. The odds of achieving true sales success were 2.7 times greater for those fitting this index. In fact, when the real world success of those scoring high on this index were examined, the results were powerful predictors of actual sales success. Of the 262 highest scoring salespersons on this index, 95% were successful (or exceeded 100% of their sales goal). Overall this model correctly classified 81% of all successful/unsuccessful salespersons.

Finally, the research study debunked several myths. The first being that geographic area assigned was not predictive of success, nor was gender, ethnicity, education, age or the number of hours worked. Surprisingly to many, those who worked the fewest hours were in fact the most successful. Marital status was not predictive of success however, for those who were married (83%), marital satisfaction was directly related to success.

Assertiveness is a highly desirable trait for anyone in a sales environment along with being able to demonstrate empathy. Empathy is about being able to read and respond to the emotions of others. Happiness, optimism and enthusiasm have long been held as positive traits associated with sales success. Emotional Self Awareness is a complement to empathy and is about knowing ones self, reading and managing ones own emotions. Good problem solving skills were a necessary trait in this organisation as salespeople often worked alone and were frequently isolated from co-workers or supervisors.

Implications for pre-employment screening/training

The organisation where the research was conducted previously lost 25% of all salespersons hired during their first year. This was primarily due to individual poor performance. This represented a lost training and employment cost of about US$3 million per year.

The organisation decided to begin using EQ assessment tests coupled with an EQ Semi-structured Interview technique, as a part of the total pre-employment screening process. This process in effect compared the applicant’s scores against this real world model of sales success. Applicants were then classified as either an appropriate or inappropriate fit using this model. Since this process was added to the overall employment screening process, attrition due to sales failure decreased by over 80%. Not only has this represented a significant cost saving over the previous US$3 million lost personnel cost, but it has also improved the overall fit between the individual, the job and the organisational culture.

Finally, the model served as a roadmap to guide training content for new sales employees and to further optimise them for success. Once these critical skills became known, training programs were revised to include these areas.

Lessons learned

These results characterises the highest performing companies today:

1. There is no substitute for talent. The best people always sustain success
2. Always know what you are looking for and how to measure it beforehand
3. Not knowing what you are looking for or how to measure it can cost an enterprise financially
4. Myths have long held sway in workforce performance issues and these decisions have previously been made based on these myths