The Business Case for Emotional Intelligence

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The Business Case for Emotional Intelligence
Lee Elliott Vice President for Human Resources
and Fund Development Saint Francis Medical
Center Grand Island, Nebraska
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What is emotional intelligence?
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• the ability to perceive emotions, to access and
  generate emotions so as to assist thought, to
  understand emotions and emotional knowledge, and
  to reflectively regulate emotions and
  intellectual growth.
• -Mayer Salovey, 1997

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Common sense
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Components ofemotional intelligence
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Identifying emotions

• The ability to accurately recognize how you and
  those around you are feeling

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Using emotions

• The ability to use emotions to actually help
  thinking

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Understanding emotions

• The ability to understand complex emotions and
  how one emotion leads to another

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Managing emotions

• The ability to intelligently act on the data of
  emotions in your self and in others

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In general, EQ involves

• Being aware of and managing your emotions
• Having good interpersonal skills
• Being adaptable
• Managing stress well and
• Having a positive general mood

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IQ cant be changed EQ can
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Older people

• More independent in their thinking and actions
• More aware of others feelings
• More socially responsible
• More adaptable
• Better at sizing up the immediate situation and
  solving problems
• Able to manage stress better

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EQ is approximately the same for men and
women98 women, 100 men
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• Women Men
• Self regard 97 102
• Interpersonal
• relationship 101 97
• Social responsibility 102 96
• Empathy 103 94
• Stress tolerance 97 103

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What difference does EQ make at work?
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U.S. Air Force

• Best recruiters scored highest on EQ competencies
  of Assertiveness, Empathy, Happiness and
  Emotional Self Awareness.
• Selecting recruiters based on this led to a 3M
  savings

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Experienced partners at a multi-national
consulting firm

• Those that scored above median on 9 of 20 EQ
  competencies
• Delivered 1.2 M more profit (139 gain)

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• 300 top-level executives
• from 15 global companies
• Six competencies distinguished stars from average
  performers
• Influence, Team Leadership, Organizational
  Awareness, Self-Confidence, Achievement, Drive
  and Leadership

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Research in over 200 companies and organizations
worldwide

• In moderately complex jobs (sales clerk,
  mechanic), top performer is 12 times more
  productive than average performer

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• In most complex jobs (insurance salesperson,
  account managers), top performer is 127 more
  productive than average performer

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• 1/3 of this difference is due to technical skill
  and cognitive ability

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• The remaining 2/3 is due to EQ

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• National insurance company
• Insurance sales agents weak in EQ competencies of
  self-confidence, initiative, and leadership sold
  policies averaging 54,000

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• Those strong in at least 5 of 8 EQ competencies
  sold policies worth 114,000

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• Center for Creative Leadership
• Primary causes for derailment in executives
  involve deficits in EQ
• Difficulty in handling change
• Not being able to work well in a team
• Poor interpersonal relations

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Trained supervisors on EQ competencies

• Manufacturing Plant

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• Lost time accidents reduced 50
• Formal grievances decreased from 15 a year to 3
• Production increased 17

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Managers of retail stores

• Those that scored higher on stress management
• Higher net profits, sales per square foot, and
  sales per employee

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Study of 130 executives

• How well they handled their own emotions
  determined how much people wanted to work with
  them

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Study of 515 senior executives

• EQ was a better predictor of success than either
  prior experience or IQ

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• Two lessons
• EQ competencies can be learned.
• EQ enhancement is good for business.
  

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What we are doing atSaint Francis Medical Center
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Contact
Lee Elliott Vice President for Human Resources
and Fund Development Saint Francis Medical
Center P O Box 9804 Grand Island, NE
68802-9804 308-398-5620 lelliott_at_sfmc-gi.org