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1 © Korn Ferry 2016. All right reserved. Korn Ferry Hay Group’s Emotional and Social Competency Inventory is helping to forge greater leadership effectiveness at Sovereign Housing Association. The organization Sovereign Housing Association is a charity that looks after social housing, shared ownership and right-to-buy-schemes in the South of England. Founded by a voluntary transfer from West Berkshire Council in the late 1980s, the organization now has around 1,100 employees. The challenge Sovereign has grown in the years since its creation, through a combination of acquisition and development. Its workforce has increased by more than 400% in this time. To help sustain this success, Sovereign needed to establish a more strategic mindset among its leaders. Clare Kirk, leadership and management development consultant at Sovereign Housing Association, explains: “We needed to raise the sights and mindset of our leadership team, from day-today operations to the long-term future of the association.” The solution Sovereign therefore commissioned a leadership development program for 50 or so of its most senior managers. Its aim was two-fold: to help give them a more strategic perspective, and to encourage them to work together to drive success. As part of this program, Sovereign wanted to enhance its leaders’ self-awareness. The company running the course recommended Korn Ferry Hay Group’s Emotional and Social Competency Inventory (ESCI) among other tools. ESCI measures the behaviours that make the crucial difference between a high-performing leader and an average one – that’s to say, it gauges a person’s emotional intelligence (EI). It achieves this by gathering 360° feedback on individuals, and analyzing how they perform against 12 competencies under four key areas of EI: self- awareness, self-management, social awareness and relationship management. Sovereign Housing Association, ESCI. “ESCI has become a crucial part of our leadership development toolkit.” Clare Kirk, leadership and management development consultant, Sovereign Housing Association ESCI measures the behaviours that make the crucial difference between a high-performing leader and an average one.

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Page 1: Sovereign Housing Association, ESCI.engage.kornferry.com/Global/FileLib/EI_research...Sovereign Housing Association is a charity that looks after social housing, shared ownership and

1 © Korn Ferry 2016. All right reserved.

Korn Ferry Hay Group’s Emotional and Social Competency Inventory is helping to forge greater leadership effectiveness at Sovereign Housing Association.

The organizationSovereign Housing Association is a charity that looks after

social housing, shared ownership and right-to-buy-schemes

in the South of England. Founded by a voluntary transfer from

West Berkshire Council in the late 1980s, the organization now

has around 1,100 employees.

The challengeSovereign has grown in the years since its creation, through a

combination of acquisition and development. Its workforce has

increased by more than 400% in this time.

To help sustain this success, Sovereign needed to establish a

more strategic mindset among its leaders. Clare Kirk, leadership

and management development consultant at Sovereign Housing

Association, explains: “We needed to raise the sights and mindset

of our leadership team, from day-today operations to the long-term

future of the association.”

The solutionSovereign therefore commissioned a leadership

development program for 50 or so of its most senior

managers. Its aim was two-fold: to help give them a more

strategic perspective, and to encourage them to work

together to drive success.

As part of this program, Sovereign wanted to enhance its

leaders’ self-awareness. The company running the course

recommended Korn Ferry Hay Group’s Emotional and

Social Competency Inventory (ESCI) among other tools.

ESCI measures the behaviours that make the crucial

difference between a high-performing leader and

an average one – that’s to say, it gauges a person’s

emotional intelligence (EI).

It achieves this by gathering 360° feedback on

individuals, and analyzing how they perform against

12 competencies under four key areas of EI: self-

awareness, self-management, social awareness and

relationship management.

Sovereign HousingAssociation, ESCI.

“ESCI has become a crucial part of our leadership development toolkit.”

Clare Kirk, leadership and management development consultant, Sovereign Housing Association

ESCI measures the behaviours that make the crucial difference between a high-performing leader and an average one.

Page 2: Sovereign Housing Association, ESCI.engage.kornferry.com/Global/FileLib/EI_research...Sovereign Housing Association is a charity that looks after social housing, shared ownership and

2 © Korn Ferry 2016. All right reserved.

About Korn Ferry Korn Ferry is the preeminent global people and organizational advisory firm. We help leaders, organizations, and societies succeed by releasing the full power and potential of people. Our nearly 7,000 colleagues deliver services through our Executive Search, Hay Group and Futurestep divisions. Visit kornferry.com for more information.

WANT TO KNOW MORE?

To find out more about our Emotional and Social Competency Inventory (ESCI) and how your organization could benefit, please visit:

www.haygroup.com

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Sovereign can now compare scores over time, to see how leaders’

emotional abilities are progressing.

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Leaders can see for themselves the positive impact that changing their

behaviors can have on their teams.

Three

As individuals enter the leadership population, Sovereign can measure

their EI, and work with them to improve it as part of their development.

The resultsESCI provided Sovereign with powerful insight into each leader’s abilities under

the four areas. It gave the organization a framework with which to measure EI,

and to deliver feedback in a way that’s impartial and consistent.

“The power of the feedback lies in the neutral way in which ESCI allows it to be

delivered,” Clare says.

With a clear summary of their own emotional competencies, leaders could see

what they were doing well, and where there was room for improvement.

“They had a more accurate view of their teams’ perception of them,” Clare

explains. “And they were more aware of the gaps between their own self-image

and their teams’ feedback.”

Participants then discussed the results with their line managers, to help create

development plans aimed at enhancing their leadership impact.

The benefitsUsing ESCI has helped focus minds at Sovereign on the core leadership

competencies that the organization needs. It’s driven what Clare calls “a

common view of what good leadership looks like”. It has also demonstrated

the value of continually measuring EI among the leadership population. Three

consultants in Sovereign’s L&D function have now become accredited to use

ESCI and deliver feedback. The ability to use the tool on an ongoing basis has

three key advantages for the charity:

“ESCI has become a crucial part our leadership development toolkit,” Clare says.