Emotional Intelligence -
fact, fad or fiction?

When it comes to the study of emotional intelligence (EI) there is some debate over its validity. Academics ask whether the existence of EI can be proven scientifically. Then they ask, can EI be accurately measured?

While psychologists work to prove or disprove EI as a construct similar to IQ, much of the business world has welcomed the concept with open arms. Regardless of the controversy surrounding EI, many companies have little doubt that emotions impact behaviour and are relevant to workplace performance.

As such, many of Australia’s most successful organisations are embracing the concept and providing training to improve the EI of their employees, particularly with leaders at all levels of organisations.

Article Date : 12/12/2004

Is EI training worthwhile?

Whilst it remains difficult to scientifically prove the effects of EI training, subjective measurement is providing some validity to its impact on workplace performance. For example, asking participants to rate their listening skills before and after a training course.

Anecdotal evidence suggests that well conducted EI training does have a positive outcome on participants. While the academics continue to debate the value of EI, our clients are reporting program results such as a:

• 94% increase in the ability to keep problems in perspective
• 122% increase in the ability to manage negative emotions
• 70% increase in overcoming avoidance behaviour to deal with difficult or challenging situations
• 87% average increase in sales (measured 3 months post training)
• 69% increase in the ability to communicate customer value

Would you be happy with outcomes like this?

The Impact on the Bottom Line

Many people ask us “How does EI impact on profitability?” or “How would we benefit from increasing the emotional competence of our people?” To illustrate the benefits of increasing the emotional competence within a workforce consider this question – “Who at any point in time in any organisation, has the greatest impact on employee commitment, productivity and retention?

A: An employee’s immediate manager.

Findings from research of over 80,000 managers in 400 companies found: “The front-line manager is the key to attracting and retaining talented employees. No matter how generous its pay or renowned its training, the company that lacks great, front-line managers will bleed talent.” (Buckingham & Coffman 1999).

So how does EI fit in? A manager who is empathetic, for example, is more likely to tune into and listen to team members than a manager with low empathy. A manager who can display empathy will not only earn more respect from their people by truly listening, but will work constructively with us to find creative solutions to every day problems. To have high empathy a manager must first of all have a high level of self-awareness – the cornerstone of effectiveness.

Therefore, the answer is yes – an empathetic manager will create higher job satisfaction resulting in higher productivity. Of course, sometimes ‘common sense’ is difficult to measure scientifically, which is the reason why psychologists are still debating the value of EI.

But can EI be taught?

Some critics argue that you cannot teach ‘soft’ skills like listening. The argument generally goes that someone lacking in EI cannot suddenly be taught on a 2-day course that they should start listening to other people’s opinions.

It is difficult to change ourselves, but it is usually more of a challenge to actually accept we might need to change. Teaching EI starts with self-awareness. EI training cannot promise miracles, but it can put participants on the path to self-awareness and change.

How? Firstly by helping participants reflect on their behaviour and by gauging the feedback of others. People can develop self-awareness through self-assessment tools, exercises and coaching. And then with commitment people can consciously behave and think differently.

So, while academics continue in their quest to put EI to the test, work places are becoming increasingly aware of the benefits that this ‘fact, fiction or fad’ is bringing to their culture.

As the research into EI continues, more and more competencies are beginning to appear under the EI umbrella. We don’t dispute that these are associated with EI, but if you go back to the definition “The ability to understand and manage your own emotions and understand and manage the emotions of others” then the primary focus of any EI program needs to focus here.

How we are different

“If only I had changed myself first, then by example I could have changed my family. From their inspiration and encouragement, I would have been able to better my country and, who knows, I may have even changed the world”. (Extract from the testament on the tomb on an Anglo-Saxon Bishop circa 1100AD.)

The above statement summarises our approach to EI training. Our programs are designed to not only show people what to change, but more importantly how to change on both an emotional and cognitive level. Our scientifically based programs have proven that our approach delivers long term improvements to participants’ day-to-day abilities and motivation for success.