Emotional Intelligence is the factor that makes the difference between an average leader and an outstanding leader. HayGroup's recent worldwide research into successful leaders shows clearly that an individual's Emotional Intelligence level makes a significant contribution to leadership performance. Traditional IQ is an entry level requirement to a leadership role, but Emotional Intelligence makes the difference. And the good news is that research shows that Emotional Intelligence can be developed (whereas of course IQ is fixed).

We are accredited to use HayGroup's excellent Emotional Competency Inventory (ECI). This forms the ideal starting point for your organisational leaders to ground their leadership development. This is a web-based 360-degree feedback tool, which we use as basis for one to one executive coaching sessions. It can also be part of a wider leadership development programme.

"The ECI is the only instrument that incorporates the full depth of my research and that of my colleagues. Other instruments use the words "emotional intelligence" but the ECI is the genuine article." Endorsed by Dr. Daniel Goleman.

Use of the ECI allows leaders to receive feedback in four key areas of competence.

• Self-Awareness
  Knowing one's internal states, preferences, resources, and intuitions
• Emotional awareness: Recognizing one's emotions and their effects
• Accurate self-assessment: Knowing one's strengths and limits
• Self-confidence: A strong sense of one's self-worth and capabilities
  
  
• Self-Management
  Managing one's internal states, impulses, and resources
• Self-control: Keeping disruptive emotions and impulses in check
• Trustworthiness: Maintaining standards of honesty and integrity
• Conscientiousness: Taking responsibility for personal performance
• Adaptability: Flexibility in handling change
• Achievement Orientation: Striving to improve or meeting a standard of excellence
• Initiative: Readiness to act on opportunities
  
  
• Social Awareness
  Awareness of others' feelings, needs, and concerns
• Empathy: Sensing others' feelings and perspectives, and taking an active interest in their concerns
• Organizational awareness: Reading a group's emotional currents and power relationships
• Service orientation: Anticipating, recognizing, and meeting customers' needs
  
  
• Social Skills
  Adeptness at inducing desirable responses in others
• Developing others: Sensing others' development needs and bolstering their abilities
• Leadership: Inspiring and guiding individuals and groups
• Influence: Wielding effective tactics for persuasion
• Communication: Listening openly and sending convincing messages
• Change catalyst: Initiating or managing change
• Conflict management: Negotiating and resolving disagreements
• Building Bonds: Nurturing instrumental relationships
• Teamwork & Collaboration: Working with others toward shared goals. Creating group synergy in pursuing collective goals.

HOW DOES IT WORK?

1. You nominate one boss, 2 peers and 2 or 3 team members who have all worked with you reasonably frequently over the past 2 years.
   
   
2. They all fill in an on-line questionnaire, which takes 20-30 minutes to do.
   
   
3. HayGroup produces a comprehensive report, which we use as the basis of a developmental discussion, and follow-on coaching sessions.
   

WHY USE THE TOOL?

The tool is extremely useful for any experienced manager who wants to become a more rounded and effective leader. It helps to identify skills gaps in understanding and dealing with the emotional map that underpins the working environment. It will reveal habitual ways of dealing with situations and opens up avenues for skill development through executive coaching. Managers will receive a perspective on themselves, which will be very powerful. This often leads to a step change in performance when accompanied by leadership development and executive coaching.


WHAT DO LEADERS GET FROM THIS PROCESS?

• Insight into how others see them performing in the workplace
• Benchmark data showing how they measure up against the most successful leaders across Europe
• Suggestions from the coach on how to develop weaker areas
• Time to reflect on how they manage relationships with others and how they manage themselves
  
  
  

"Executives whose companies are currently making lots of money ought not to wonder whether the power to earn attractive profits will shift, but when."
................................................................................ Harvard Business Review, 2002

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