Take a moment to think about the very best boss, coach, mentor, teacher, etc. that you’ve ever had. As you recall that person and those memories, think about how they made you feel.
You may have felt like this:
Now, take another moment to think about the most difficult boss, coach, colleague, etc. that you’ve ever had. As you recall that person and those memories, think about how they made you feel.
You may have felt like this:
The difference between these two individuals is the degree of Emotional Intelligence skills that they possess and demonstrate. As you’ve just experienced, these skills are critical in the workplace.
Emotional Intelligence comprises a number of different skills that assist us with recognizing and acknowledging the emotions of others and within ourselves. The use of Emotional Intelligence skills is equally important as the use of intellectual skills (IQ) for achieving accomplishments in your working and personal life. When considering the world of work, a Leader’s Emotional Intelligence is shown by research to be the single biggest factor in driving employee engagement.
Regardless of your status, or position in life or work, every person on this planet interacts with others in some way. When we are aware of our own emotions, and understand how they affect our everyday behavior, we have opened the door to success and achievement in both our working environment and in our home life.
- After 20 years of research and 60,000 exit interviews, the Saratoga Institute reports that 80% of turnover is directly related to unsatisfactory relationships with one’s boss
- According to a Gallup Organization study of approximately 1 million workers, the number one reason people leave their jobs is because of “bad bosses”.
- A conclusion reached by Roger Herman is that ¾ of people voluntarily leaving jobs don’t quit their jobs; they quit their bosses. (Herman, Roger. Winning the War for Talent. The ASTD Trends Watch: The Forces That Shape Workplace Performance and Improvement.)
- Another recent Gallup study found poorly managed workgroups are an average of 50 percent less productive and 44 percent less profitable than well-managed groups.
- Being the victim of a brutal boss leads to clinical depression in 41 percent of victims, according to a survey by Bullybusters.org, and online nonprofit in Benicia, CA that advises victims of workplace abuse
- Companies with high employee engagement had a 19% increase in operating income and 28% growth in earnings per share. Conversely, companies with low levels of engagement saw operating income drop more than 32% and earnings per share decline 11% (Towers Watson [then Towers Perrin] “Global Workforce Study”).
It’s clear that developing the Emotional Intelligence of Leaders and Individual contributors greatly enhances the productivity, engagement and culture of organizations both internally and externally.
The link between Emotional Intelligence and Employee Engagement
Research shows that the link between Emotional Intelligence and Employee Engagement is profound. A 2010 study of over 400,000 employees who fed back on their 40,000 leader-managers showed that the following behaviors evoked engagement in them:
The ability to listen, to create a positive working environment, a contagious energy and enthusiasm, the preparedness to recognize positive contributions and their undying belief that every one of their team members has something special to offer.
In short, these 400,000 employees identified those behaviors typical of Emotionally Intelligent leaders.
In 2012, 100 IBM leaders from the USA, Europe and Asia Pacific were assessed by Genos International for their emotional intelligence, and simultaneously, the engagement of the 438 employees who reported to this leadership group was measured.
In the graph below, each dot represents an employee’s engagement score. The x axis of the graph represents leaders’ emotional intelligence as a percentile score – scores between 1 and 39 are low, 40-59 are average and 60+ are high.
As you can see, a manager being average or low in emotional intelligence results in wide and varying levels of employee engagement where their employees are disengaged, not engaged and engaged. These types of engagement scores are typical of low and average performing organizations. On the other hand, high levels of emotional intelligence, and total emotional intelligence scores above the 75th percentile, result in consistently high engagement scores.
The business case is incredibly strong for utilizing the Genos Model of Emotional Intelligence to measure and develop Emotional Intelligence and employee engagement.
Earlier we asked you to identify your “best leader, coach, mentor etc.” and your “most challenging” Imagine what organizations would be like if more Leaders and employees had the degree of Emotional Intelligence that your “best” does. What would that mean for the company’s culture? Employee Engagement? Productivity? Leadership? Employee Retention? Imagine the impact of measuring and developing Emotional Intelligence at all levels in an organization.
If you are interested in becoming a Certified Emotional Intelligence Practitioner, please contact us.