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| CENTER FOR PERFORMANCE LEARNING 1
CENTER FOR PERFORMANCE LEARNING
Emotional Intelligence Predicts Performance
11/3/14
Presenter: Jane Doe
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Objectives
• Why Emotional Intelligence?
• Basic Science of Emotional Intelligence.
• How Emotional Intelligence Drives Business.
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• There is a direct relationship between success in every area of life and level of
development of emotional intelligence.
• These are skills that can be learned and refined through knowledge and practice.
• Can lead to greater levels of life satisfaction in all aspects of life.
Benefits of Emotional Intelligence
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Top 10 Emotionally-Intelligent Fortune 500 CEOs
Huff Post, 2011
http://www.huffingtonpost.com/chip-conley/the-top-10-
emotionallyint_b_911576.html
Jeff Bezos Warren Buffet Larry Fink
Jamie Dimon Kenty Thiry
John Donahoe
Alan Mulally
Howard Schultz
Ursula Burns
Indra Nooyi
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The Neuroscience of Emotional Intelligence
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“Emotional Intelligence is the ability to…
…sense, understand, and effectively apply the power and acumen of
emotions as a source of energy, information, creativity, trust and
connection.” (Cooper & Orioli)
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EQ Map® Emotional Intelligence Model
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Retaining the Best People
1. Why careers get derailed:
• Inability to handle interpersonal problems.
• Unsatisfactory team leadership during times of difficulty or conflict.
• Inability to adapt to change or elicit
trust.
75%
25%
EQ-Related Reasons
Other Reasons
Center for Creative Leadership, 2001
The Business Case for Emotional Intelligence
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7% IQ-Related 93% EQ-Related
Stein & Howard, 2011
It’s not what you say but how you say it that people remember.
Competitive Edge: Trust & Believability
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“Trust is equal parts character and
competence… You can look at any
leadership failure, and it’s always a failure
of one or the other.”
Covey, 2006
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50% of time wasted is due to lack of trust.
Can you think of examples of how time wasted is due to lack of trust?
Whitney, 2014
The Economics of Trust
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30% of American employers have
reduced salaries;
Over half of employees reported dropped
productivity due to economic uncertainty
Tapping Potential
PDI and Workplace Options
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85% report they could work more productively;
Over half say they could double their
productivity “if I wanted to”.
Champoux, 2010
Tapping Potential
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1.Deliver superior products and services
2.Attract and retain the best people
3.Create opportunities for growth and
innovation for the future
Three Challenges Essential to Competitive Advantage
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Building
Trusting
Relationships
Increasing
Energy &
Effectiveness
Under Pressure
Creating
the Future Innovation
& Unique
Potential
Capacity Character
Initiative
Success
© Orioli & Cooper
Three Driving Forces of Competitive Advantage
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THANK YOU
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