Emotional Intelligence

I make no apologies for re-publishing on this leadership fundamental.

Authentic Leadership & EI

A company’s authentic leadership resonance creates the strongest revenue  and profit results. Studies have shown for every 1% increase in service climate that a resonant  leader or group inspires there is a 2% increase in revenue. Conversely we have all experienced, or are experiencing the results of  dissonant leadership. Individuals and groups whose emotional intelligence is so low they are  oblivious to the path of destruction and poor results their actions are  creating. Far from engaging hearts and minds, the negative energy and  confusion these leaders foster produces employee disengagement and burn  out. Revenue and profitability worsen as the inevitable result.

Dissonant leaders are bad for business.

Source: Primal Leadership, by Daniel Goleman, Richard Boyatzis, Annie McKee

EQ beats IQ every time

Imagine the following: You are the VP of Human Resources and you’ve just  hired what you believe is the most qualified applicant for a particular  project management team role. Next, see yourself three months later.  You are terminating this same person’s employment contract. This  person is also the third candidate in the past two years whom you  have had to let go in a similar fashion.

The above story is sad, but true. It is also expensive.

I remember recently sitting with the VP of Human Resources in a large  organization. She asked, “Why is it that we keep hiring these bright,  technically-driven people, who, on their résumés, have all the right  stuff, and then shortly after, we have to let them go?”. When I asked  her why that series of events was happening, she replied, “They’re  lacking some of the key fundamentals like respect, courtesy, treating  others with dignity, willingness to return e-mail and phone calls, and,  above all, they often have a disturbing sense of arrogance.”

What this VP of HR was talking about was EQ (emotional quotient, emotional  intelligence) -or, in the case with her employees — undeveloped emotional  and coping skills. The “hard stuff” was in place; the “soft stuff” was  wreaking havoc. In the new workplace, the soft stuff (relationships), is  the new currency. In addition to commonsense on the issue there is significant evidence  based correlation between the strength of one’s EQ, one’s job performance  AND one’s engagement.

Summary: for companies serious about recruiting, selecting, hiring, harnessing,  and growing their human capital it is absolutely essential that the “soft skills”  (EQ) be identified, tested, and integrated. With a well-developed EQ workforce,  plus the right technical and intellectual skill sets, there are tremendous  financial rewards.


Trevor B. Lee, EP International  
We provide C-suite services in the field of talent acquisition, development and retention.

3 comments on “Emotional Intelligence

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