The emotionally intelligent organisation
We are based in Perth, Western Australia but have a global reach through our Skype coaching, online learning and live tele-classes, and are founded in a solid grounding of excellent Australian and world-wide research.
At the EI Institute, we help you build an emotionally intelligent organisation. The effects are rapid and company-wide, since we impart new skills that can be used immediately. The process is engaging, practical, down-to-earth and evidence-based.
Your business may be founded on facts, but it is driven by emotions.
Plans and change initiatives that do not account for the needs, concerns and emotional drivers of employees and stakeholders almost always fail.
It doesn’t matter how brilliant your plan may be, it's not going anywhere if the people charged with making it happen are disengaged, annoyed or unmotivated.
EI is more than a new way of thinking. It's a new way of integrating thinking with feeling.
The crucial role emotions play in business success
For too long, it has been assumed that the key metrics of success in business are a person's professional qualifications and IQ. But it's obvious that these people do not automatically fare well in their careers or in relating to and communicating with other people.
The missing metric is emotions, often referred to as emotional intelligence (EI).
For many, the thought of trying to account for the influence of emotions in the workplace is daunting.
But emotions drive discretionary effort in everything a workforce does, from decision-making, problem solving, creativity, relationship-building, persuasion, influence and collaboration.
Emotionally intelligent organisations realise that measuring the dynamics of emotions is not optional; it is essential. And the good news is that emotional intelligence, in all its dimensions, can be measured.
This is not a highbrow concept. There are 16 stages of EI development each of which is sleeves-rolled-up practical. For example:
- Do people in your organisation stay open to feelings, whether pleasant or unpleasant? Or do they delay giving difficult performance feedback or admitting mistakes because they feel anxious, embarrassed or uncomfortable?
- Can your managers discriminate between honest versus dishonest expressions of feeling, or do they get the wool pulled over their eyes - being manipulated by customers, stakeholders or employees?
- Are you able to recognise transitions between emotions, such as from anger to satisfaction, or from anger to shame? If you can, it will be easier to make the right decisions when choosing how best to communicate with your team.
Understanding, and accounting for, the role that emotions play in our lives and work, both negative and positive, is fundamental to success in many ways:
Change and organisational harmony
- For organisations to change rapidly, employees need to be engaged, inspired and motivated. This cannot be done with facts and figures alone.
- The imposition of critical initiatives, such as OSH standards, without a corresponding effort to engage and inspire employees to meet and exceed the goals often leads to cynicism or complacency.
- The root cause of conflict and poor morale within organisations is often the failure of managers to address the emotional needs and drivers of employees.
- Gossip, negativity and friction are fuelled by emotions. In emotionally intelligent organisations, this friction is diagnosed, soothed, eased and eventually overcome.
- People who misjudge, or fail to recognise, the emotional impact of their actions often leave casualties in their wake without realising it. The emotional consequences are often resentment, bitterness, apathy, and active or passive resistance.
- Those who exhibit higher levels of emotional intelligence have *less absenteeism, higher job satisfaction and are more likely to cope with organisational stress.
Leadership and management development
- To elevate managers and directors to leaders, they need to both understand and tap into emotions (theirs and those of co-workers). Crucially, there is evidence that EI accounts for a greater degree of leadership success than IQ.
- Managers who express feelings of pride, appreciation or gratitude to employees in meaningful and sincere ways are more likely to have loyal staff and lower staff turnovers.
- Personal development starts with understanding what makes each of us tick. The influence that our emotions have on our habits, energy-levels, motivations and actions is the starting point of all effective development programs.
Customer Care and Sales
- Customer care works from the inside out. Emotionally intelligent employees manage their own emotions. They stay calm, are caring, and do not easily get upset by rudeness. They calm upset and negative customers, turn problems into opportunities and stop complaints escalating. They quickly recognise and shift emotions in themselves - such as boredom, irritation and frustration - so they can accurately comprehend issues and generate solutions.
- Sales personnel with higher levels of emotional intelligence bring in more revenue and earn more money; and sales revenue can be increased* following emotional intelligence training.
What Emotional Intelligence is not
There is a false perception that EI is a "soft technique". Leaders of emotionally intelligent organisations realise that emotions drive business in a way that spreadsheets and logic cannot.
EI is not about: group hugs, being warm and fuzzy, saying "yes" to people, developing men's "feminine side" or making everyone happy.
There is nothing warm or fuzzy about handling a disgruntled customer well, managing a resentful stakeholder who opposes your project, or giving performance feedback to an indignant employee who blames you for being unfair.
While EI starts with understanding the role that emotions play, it ends with practical responses.
This includes: recognising, harnessing, predicting, fostering, valuing, soothing, increasing, decreasing, managing, shifting, influencing or turning around emotions ...
... And integrating accurate emotional information into decision-making, reasoning, problem solving, creativity, selling, collaboration and innovation.
Evidence based techniques and real-world experience
- The EI institute draws on emotional intelligence models and research whose core focus is on emotions; this includes the work of emotional intelligence pioneers Peter Salovey and John Mayer, and leading Australian researchers such as Con Stough and his team at Swinburne University.
- Members of our faculty, led by Director Rachel Green, have spent many years developing their own emotional intelligence.
- Each has expertise in specific emotional management techniques and research areas, and a practical understanding of emotions in themselves and others. Thus, they deliver practical solutions based upon both scientific evidence and real-world experience.