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<p align="center"><font color="#FF0000" size="6"><i><b>What is it?</b></i></font></p>
<p align="left"><b><span style="font-size: 10.0pt; color: black">The term
emotional intelligence (EQ) was originally coined in 1990 by Peter Salovey and
J. D. Mayer, although the issue of non-cognitive or social intelligences had
been addressed by previous researchers as early as 1940. In Howard Gardner's
1993 book on multiple intelligences, which drew much attention in education and
psychology circles, the author refers to the "personal intelligences" as one
subgroup of intelligences. Personal intelligences include (1) inner-directed,
intrapersonal knowledge, which allows one to detect and to symbolize complex and
highly differentiated sets of feelings; and (2) outer-directed, interpersonal
knowledge � the ability to notice and make distinctions among the moods,
temperaments, motivations, and intentions of others. </span>
<span style="font-size: 12.0pt; color: black"><br>
<br>
</span><span style="font-size: 10.0pt; color: black">Finally, Daniel Goleman
brought wide popular recognition to the concept of emotional intelligence in his
best-selling 1995 book of the same name. Numerous efforts to define the concept
have followed, and it may be some time before there is an agreed-upon definition
of emotional intelligence. This paper will treat emotional intelligence as the
ability to recognize one's own and others' emotions, understand them and make
use of them in socially adaptable ways. </span>
<span style="font-size: 12.0pt; color: black"><br>
<br>
</span><span style="font-size: 10.0pt; color: black">Emotional intelligence,
then, is a measure of one's "street smarts" or "social radar." How we see
things, of course, differs from person to person, depending upon each person's
mindset and perspectives; but the ability to read social cues and then to
respond to them in a way that demonstrates an understanding of others'
perspectives is what emotional intelligence is about. This ability is not a
measure of aptitude, achievement, or cognitive intelligence, although effective
emotional intelligence functioning can be predictive of these. Tellingly,
emotional intelligence seems to be twice as good a predictor of success in life
as IQ.</span></b><span style="font-size: 12.0pt; font-family: Times New Roman; color: black"><![if !supportLineBreakNewLine]><br>
<![endif]></span></p>
<p align="center"><font color="#FF0000" size="6"><i><b>How can it help me - or
our organization?</b></i></font></p>
<p><b><span style="font-size: 10.0pt; color: black">Examples of science, not
science fiction from an article by Cary Cherniss, Ph.D. entitled
<span style="color: black; font-size: 10.0pt">The Business Case for Emotional
Intelligence states the following:</span></span></b></p>
<p><span style="font-size: 10.0pt; color: black"><b>1) The US Air Force used the
EQ-I to select recruiters (the Air Force�s front-line HR personnel) and found
that the most successful recruiters scored significantly higher in the emotional
intelligence competencies of Assertiveness, Empathy, Happiness, and Emotional
Self Awareness. The Air Force also found that by using emotional intelligence to
select recruiters, they increased their ability to predict successful recruiters
by nearly three-fold. The immediate gain was a saving of $3 million annually.
These gains resulted in the Government Accounting Office submitting a report to
Congress, which led to a request that the Secretary of Defense order all
branches of the armed forces to adopt this procedure in recruitment and
selection. (The GAO report is titled, "Military Recruiting: The Department of
Defense Could Improve Its Recruiter Selection and Incentive Systems," and it was
submitted to Congress January 30, 1998. Richard Handley and Reuven Bar-On
provided this information.)</b></span></p>
<p><span style="font-size: 10.0pt; color: black"><b>2) Experienced partners in a
multinational consulting firm were assessed on the EQ competencies plus three
others. Partners who scored above the median on 9 or more of the 20 competencies
delivered $1.2 million more profit from their accounts than did other partners �
a 139 percent incremental gain (Boyatzis, 1999).</b></span></p>
<p><span style="font-size: 10.0pt; color: black"><b>3) An analysis of more than
300 top-level executives from fifteen global companies showed that six emotional
competencies distinguished stars from the average: Influence, Team Leadership,
Organizational Awareness, self-confidence, Achievement Drive, and Leadership
(Spencer, L. M., Jr., 1997).</b></span></p>
<p><b><span style="font-size: 10.0pt; color: black">4) In jobs of medium
complexity (sales clerks, mechanics), a top performer is 12 times more
productive than those at the bottom and 85 percent more productive than an
average performer. In the most complex jobs (insurance salespeople, account
managers), a top performer is 127 percent more productive than an average
performer (Hunter, Schmidt, & Judiesch, 1990). Competency research in over 200
companies and organizations worldwide suggests that about one-third of this
difference is due to technical skill and cognitive ability while two-thirds is
due to emotional competence (Goleman, 1998). (In top leadership positions, over
four-fifths of the difference is due to emotional competence.)</span></b></p>
<p><span style="font-size: 10.0pt; color: black"><b>5) At L�Oreal, sales agents
selected on the basis of certain emotional competencies significantly outsold
salespeople selected using the company�s old selection procedure. On an annual
basis, salespeople selected on the basis of emotional competence sold $91,370
more than other salespeople did, for a net revenue increase of $2,558,360.
Salespeople selected on the basis of emotional competence also had 63% less
turnover during the first year than those selected in the typical way (Spencer &
Spencer, 1993; Spencer, McClelland, & Kelner, 1997).</b></span></p>
<p><b><span style="font-size: 10.0pt; color: black">6) In a national insurance
company, insurance sales agents who were weak in emotional competencies such as
self-confidence, initiative, and empathy sold policies with an average premium
of $54,000. Those who were very strong in at least 5 of 8 key emotional
competencies sold policies worth $114,000 (Hay/McBer Research and Innovation
Group, 1997).</span></b></p>
<p><span style="font-size: 10.0pt; color: black"><b>7) In a large beverage firm,
using standard methods to hire division presidents, 50% left within two years,
mostly because of poor performance. When they started selecting based on
emotional competencies such as initiative, self-confidence, and leadership, only
6% left in two years. Furthermore, the executives selected based on emotional
competence were far more likely to perform in the top third based on salary
bonuses for performance of the divisions they led: 87% were in the top third. In
addition, division leaders with these competencies outperformed their targets by
15 to 20 percent. Those who lacked them under-performed by almost 20%
(McClelland, 1999).</b></span></p>
<p><span style="font-size: 10.0pt; color: black"><b>8) Research by the Center
for Creative Leadership has found that the primary causes of derailment in
executives involve deficits in emotional competence. The three primary ones are
difficulty in handling change, not being able to work well in a team, and poor
interpersonal relations.</b></span></p>
<p><span style="font-size: 10.0pt; color: black"><b>9) After supervisors in a
manufacturing plant received training in emotional competencies such as how to
listen better and help employees resolve problems on their own, lost-time
accidents were reduced by 50 percent, formal grievances were reduced from an
average of 15 per year to 3 per year, and the plant exceeded productivity goals
by $250,000 (Pesuric & Byham, 1996). In another manufacturing plant where
supervisors received similar training, production increased 17 percent. There
was no such increase in production for a group of matched supervisors who were
not trained (Porras & Anderson, 1981).</b></span></p>
<p><span style="font-size: 10.0pt; color: black"><b>10) One of the foundations
of emotional competence -- accurate self-assessment -- was associated with
superior performance among several hundred managers from 12 different
organizations (Boyatzis, 1982).</b></span></p>
<p><span style="font-size: 10.0pt; color: black"><b>11) Another emotional
competence, the ability to handle stress, was linked to success as a store
manager in a retail chain. The most successful store managers were those best
able to handle stress. Success was based on net profits, sales per square foot,
sales per employee, and per dollar inventory investment (Lusch & Serpkeuci,
1990).</b></span></p>
<p><span style="font-size: 10.0pt; color: black"><b>12) Optimism is another
emotional competence that leads to increased productivity. New salesmen at Met
Life who scored high on a test of "learned optimism" sold 37 percent more life
insurance in their first two years than pessimists (Seligman, 1990).</b></span></p>
<p><span style="font-size: 10.0pt; color: black"><b>13) A study of 130
executives found that how well people handled their own emotions determined how
much people around them preferred to deal with them (Walter V. Clarke
Associates, 1997).</b></span></p>
<p><span style="font-size: 10.0pt; color: black"><b>14) For sales reps at a
computer company, those hired based on their emotional competence were 90% more
likely to finish their training than those hired on other criteria (Hay/McBer
Research and Innovation Group, 1997).</b></span></p>
<p><span style="font-size: 10.0pt; color: black"><b>15) At a national furniture
retailer, sales people hired based on emotional competence had half the dropout
rate during their first year (Hay/McBer Research and Innovation Group, 1997).</b></span></p>
<p><b><span style="font-size: 10.0pt; color: black">16) For 515 senior
executives analyzed by the search firm Egon Zehnder International, those who
were primarily strong in emotional intelligence were more likely to succeed than
those who were strongest in either relevant previous experience or IQ. In other
words, emotional intelligence was a better predictor of success than either
relevant previous experience or high IQ. More specifically, the executive was
high in emotional intelligence in 74 percent of the successes and only in 24
percent of the failures. The study included executives in Latin America,
Germany, and Japan, and the results were almost identical in all three cultures.</span></b></p>
<p><span style="font-size: 10.0pt; color: black"><b>17) The following
description of a "star" performer reveals how several emotional competencies
(noted in italics) were critical in his success: Michael Iem worked at Tandem
Computers. Shortly after joining the company as a junior staff analyst, he
became aware of the market trend away from mainframe computers to networks that
linked workstations and personal computers (Service Orientation). Iem realized
that unless Tandem responded to the trend, its products would become obsolete
(Initiative and Innovation). He had to convince Tandem�s managers that their old
emphasis on mainframes was no longer appropriate (Influence) and then develop a
system using new technology (Leadership, Change Catalyst). He spent four years
showing off his new system to customers and company sales personnel before the
new network applications were fully accepted (Self-confidence, Self-Control,
Achievement Drive) (from Richman, L. S., "How to get ahead in America," Fortune,
May 16, 1994, pp. 46-54).18) Financial advisors at American Express whose
managers completed the Emotional Competence training program were compared to an
equal number whose managers had not. During the year following training, the
advisors of trained managers grew their businesses by 18.1% compared to 16.2%
for those whose managers were untrained.</b></span></p>
<p align="left"> </p>
<p align="center"><font color="#FF0000" size="6"><i><b>How is it assessed?</b></i></font></p>
<p align="left">There is one assessment that is validated and the state of the
art, the Bar-On EQ-i� and we're certified to administer it and give personal
coaching and feedback on the outcomes. from the
<a target="_blank" href="http://eqi.mhs.com/EQI.htm">MHS web site</a>:</p>
<p align="center">What is the BarOn Emotional Quotient Inventory (BarOn EQ-i�)?</p>
<p align="left">Based on 19 years of research by Dr. Reuven Bar-On and tested on
over 85,000 individuals worldwide, BarOn EQ-i� is the premier scientific measure
of emotional intelligence. BarOn EQ-i� measures one's ability to deal with daily
environmental demands and pressures, and helps predict one's success in both
professional and personal pursuits.</p>
<p align="center">When should BarOn EQ-i� be used?</p>
<p align="left">BarOn EQ-i� can be used to assist in the recruiting process and
when management or employee development initiatives are being considered.
Research indicates that there is a strong correlation between emotional
intelligence and job performance, making BarOn EQ-i� the ideal screening tool to
aid in selecting potentially successful employees. You can even make a profile
of the top performers in your organization to determine what skills are the most
valuable to your company in general and/or for a particular job function. </p>
<p align="center">What does BarOn EQ-i� measure?\</p>
<p align="left">BarOn EQ-i� includes four validity indices and a sophisticated
correction factor rendering scores for the following components; </p>
<div align="center">
<center>
<table border="4" cellpadding="3" bordercolor="#FF0000" id="AutoNumber1">
<tr>
<td align="left" valign="top"><i><b><font color="#FF0000">Intrapersonal
Scales</font></b></i><br>
<br>
Self-Regard<br>
Emotional Self Awareness<br>
Assertiveness<br>
Independence<br>
Self-Actualization</td>
<td align="left" valign="top"><i><b><font color="#FF0000">Interpersonal
Scales</font></b></i><br>
<br>
Empathy<br>
Social Responsibility<br>
Interpersonal Relationship</td>
<td align="left" valign="top"><i><b><font color="#FF0000">Adaptability
Scales</font></b></i><br>
<br>
Reality Testing<br>
Flexibility<br>
Problem Solving<br>
</td>
</tr>
<tr>
<td align="left" valign="top"><i><b><font color="#FF0000">Stress
Management Scales</font></b></i><br>
<br>
Stress Tolerance<br>
Impulse Control</td>
<td align="left" valign="top"><i><b><font color="#FF0000">General Mood
Scales</font></b></i><br>
<br>
Optimism<br>
Happiness<br>
</td>
<td align="left" valign="top"> </td>
</tr>
</table>
</center>
</div>
<p align="center">What makes BarOn EQ-i� so useful?</p>
<p align="left">Skills associated with emotional intelligence are acquired and
can be improved through training, making BarOn EQ-i� a valuable instrument for
identifying potential areas for improvement and for measuring the effectiveness
of organizational development programs. It can be administered to anyone 16
years of age and older and it takes only 30 minutes to complete. </p>
<p align="center"><font color="#FF0000" size="6"><i><b>How can it be enhanced?</b></i></font></p>
<p align="left">The good news is that emotional intelligence can be learned.
"Emotional intelligence increases with age," says Goleman. "People tend to have
better EQ skills in their 40s and 50s, so that means these skills are
learnable." <br>
<br>
Unfortunately, the training provided by most companies does not truly help
employees develop their EQ skills, says Goleman. "The classroom is fine for
reading or math or intellectual things," he says. "It doesn't work for EQ
because these skills are about how you empathize and manage your own feelings,
how well you collaborate, lead a team. These things don't improve in a seminar.
You are talking about behavior change." <br>
<br>
Help, however, is on the way.
<a target="_blank" href="http://www.eiconsortium.org/">The Consortium on Social
and Emotional Competence in the Workplace</a>�a group made up of academics,
government, and public and private sector leaders�is analyzing how employers can
best identify and develop the EQ skills of their employees. The group,
co-chaired by Goleman and Cary Cherniss, professor of applied psychology at
Rutgers University, is working to develop a framework of social and emotional
intelligence skills that takes into account all existing research. The
guidelines could be used by employers as a model for selecting top performers
and creating training and developmental programs. <br>
<br>
The consortium has also created a task force to review the tools currently used
to measure EQ skills. These instruments include the EQ-i test; the EQ-Map by San
Francisco-based Essi Systems; and other assessments that measure a portion of EQ
skills, such as psychologist Martin Seligman's ASQ test used to measure
optimism. </p>
<p align="center"><font color="#FF0000" size="6"><i><b>What services can
21stcenturyleaders provide me?</b></i></font></p>
<p align="left">We can administer, score, produce reports, and provide personal
coaching for those to whom we administer the instrument. We offer the both
individual or multi-rater instruments, and can even provide assessment of your
kids. Of particular interest is the multi-rater instrument. We have
just completed our participation in the norming studies of this 360 degree
assessment and it is truly state of the art. A sample report can be
downloaded
<a target="_blank" href="EQ%20Sample%20Report%20and%20Improvement%20Resources.doc">
here</a> for your information. Also included in this document is an interesting
article about the importance of EQ and some resources that one can utilize both
on the internet as well as self help.</p>
<p align="left">All assessments can be done on the internet, and a 10 page hard
copy report will be produced in addition to a personal 1/2 hour phone coaching
session.</p>
<p align="left"> </p>
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<p align="center">Updated
<!--webbot bot="Timestamp" S-Type="EDITED" S-Format="%m/%d/%Y" startspan -->10/07/2005<!--webbot bot="Timestamp" endspan i-checksum="12599" --></p>
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