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Why Emotional Intelligence
The corporate world has long recognized that the greatest and most effective leaders offer more than traditional intelligence, relevant experience and good business acumen. Many employee engagement surveys, such as Gallup’s, have shown that managers are the major cause of employee disengagement, stress and have been shown to be major inhibitors of productivity and retention.
“Comparing the three domains, I found that for jobs of all kinds, competencies were twice as prevalent among distinguishingcompetencies as were technical skills and purely cognitive abilities combined. In general the higher a position in an organization, the more EI mattered: for individuals in leadership positions, 85 percent of their competencies were in the EI domain."
– Daniel Goleman
The corporate world has long recognized that the greatest and most effective leaders offer more than traditional intelligence, relevant experience and good business acumen. Many employee engagement surveys, such as Gallup’s, have shown that managers are the major cause of employee disengagement, stress and have been shown to be major inhibitors of productivity and retention.
- By using the EQ-i2.0, organizations can develop their leadership skills and their performance. MHS found that in a study on Executive Derailment, 8 out of 9 reasons leaders fail are due to their lack of Emotional Intelligence.
- By using EQ-i2.0, organizations increase effectiveness and bottom-line results. Organization´s bottom-line results have been shown to increase by more than 26% by using the scientifically developed EQ-i assessment and development solutions (HCI).
- An ever growing body of research suggests that emotional intelligence is a better predictor of “success” than the more traditional measure of cognitive intelligence (IQ). While IQ is important and may get you in the door, it is your EQ skills that will get you promoted.
“Comparing the three domains, I found that for jobs of all kinds, competencies were twice as prevalent among distinguishingcompetencies as were technical skills and purely cognitive abilities combined. In general the higher a position in an organization, the more EI mattered: for individuals in leadership positions, 85 percent of their competencies were in the EI domain."
– Daniel Goleman