Emotional Intelligence Survey

Emotional Intelligence Survey Background Emotional Intelligence (EI) is the ability to reason accurately about emotions and to use them to enhance behavior and cognition. There has been increasing interest in this construct over the last 20 years, with a multitude of studies linking EI to improved productivity, retention, adaptability, leadership capability, and overall performance[1][2][3]. EI…
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Emotional Intelligence: What is it, and why should we measure it?

Emotional Intelligence: What is it, and why should we measure it? IQ vs EI Until recently, many companies relied on IQ as a gold standard measure of success. Employees and leaders with higher IQ were considered to be more successful, intelligent, and a better hire, and to an extent the evidence supported this[1]. However, many…
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Are Your Leaders Burning Out Your Employees?

Earlier this year, the World Health Organization classified Burn-Out as an occupational phenomenon resulting from chronic workplace stress. The phenomenon is characterized by the following symptoms[1]: Feelings of energy depletion or exhaustion Increased mental distance, negativity or cynicism toward one’s job; and Reduced professional efficacy This has detrimental effects on both the employee’s mental wellbeing…
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Your Employees Have A Voice…And You’d Better Start Listening

Employee feedback in the past was often limited to the yearly performance review. However, changes in employee expectations mean more organizations are providing regular feedback to their employees – and those that don’t are considered outdated and uncompetitive[1]. There are good reasons underlying this change - research has found regular feedback to bring a multitude…
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Leadership: Is It Born or Made?

It’s the age-old question that comes back to nature vs nurture – is leadership something you are born with, or is it something you can develop? Research estimates just over a third of leadership behavior can be attributed to genetic factors[1]. This supports other in-depth studies which have found stable personality traits (e.g. sociability & conscientiousness) can…
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Trust & Leadership

In an era defined by declining trust in institutions (e.g. politicians, banks, government), we seem to be maintaining comparatively strong trust with our leaders at work. The Edelman Trust Barometer found that 75% of people globally trust their employer to do what's right. Whether or not this trust is misplaced remains to be seen, however the importance of trust…
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PREPARE, MEASURE, INITIATE. Steps for executing Leadership Development and Training

Over the last few years the worrying statistics that keep coming out of the large research companies is that the majority of organizations are not opening up leadership development and training to employees below the executive suite. Currently only 5% of organizations actively develop and invest in leadership capability below the executive leadership team. What…
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Creating A Culture of Feedback

Communication, communication, communication………if there is one thing that has stayed constant is that internal organisational communication is an area that employees want improved, no matter how good you currently are at it. One of the key areas of demand is Employee Feedback. This includes employee performance feedback, employee attitude feedback and anonymous 360 feedback to…
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“Managers of Millennials” – Listen Up!

If you are reading this then you are probably either a millennial or you manage millennials! Millennials now make up the largest segment of the workforce, and according to the U.S. Bureau of Labor Statistics this will rise to 75 percent by 2030. If you are a millennial, then this article may not resonate with…
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Tips For A Successful 360 Debrief Process

Once an individual has completed a 360 survey it is recommended that their manager conducts a debrief session in order to facilitate the development of an effective Leadership Action Plan. 360 feedback surveys are one of the most powerful self-development programs for experienced and aspiring leaders, but to be most effective the self-respondent needs to…
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