The Return on Investment
of Emotional Intelligence
Decision makers are interested in evidence of a clear return on
investment attributed to Emotional Intelligence. Increased performance, higher sales and profits are just the beginning.
Assessing and evaluating an individual’s emotional intelligence can help establish the need for targeted development programs and measures. This, in turn, can lead to dramatic increases in the person’s performance, interaction with others, and leadership potential.
The EQ-i assessment program was implemented within AMEX’s Consumer Card Service Delivery Network which spanned four states. Departmental “teams” from AMEX were assessed as a group on their emotional intelligence (EI) skill sets.
A survey in 2004 was conducted with 50 AMEX leaders who completed the EI-based high potential program and then were promoted. This survey showed that 100% of respondents stated that knowing their emotional intelligence strengths and opportunities helped them in transitioning to a higher level role.
The Global Private Banking and Trust team conducted a study where their high and low performing sales representatives were given the EQ-i assessment. Many emotional intelligence skill-sets are clearly conducive to higher performance. Of note, the two key emotional intelligence skill-sets for success were interpersonal skills and self-actualization.
CIBC now uses the EQ-i assessment study results as a predictive model for both the selection of new personnel and in leadership development. They found that an individual’s EQ-i assessment test scores accounted for 32% of his or her booked sales and 71% of pipeline sales. Additionally, Using the EQ-i predictive model for Selection and Leadership Development generates a better selection of sales representatives and higher performance from sales representatives.
Center for Creative Leadership (CCL)
This study evaluated the world-famous training center (CCL), looking at 302 leaders and senior managers, some of whom were quite successful and others who were struggling. Participants were tested for emotional intelligence with the EQ-i assessment and were also measured on
leadership performance based on feedback from superiors, peers, and subordinates.
The findings from this study were highly predictive: Eight emotional sub-scales predicted high performance 80% of the time. These include, but are not limited to: self-awareness, stress tolerance, and empathy. The takeaway: Using the EQ-i predictive model for Leadership Development generates a roadmap for leadership success and better performing leaders.
New Zealand Telecom
The most important emotional and social skills for achieving success amongst leaders in the Telecom organization, was most notably: self-actualization, stress tolerance, and happiness.
New Zealand Telecom categorized 70 senior leaders into high and low performance groups based on established leadership performance indicators. The assessment showed 48% of what differentiated the high and low performing leaders could be attributed to emotional intelligence
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