Category Archives: Emotional Intelligence

19 (yes 19!) reasons to work with an Executive Coach

As a professional Executive Coach and Mentor, probably the one question I am asked most often is, “What would executive coaching do for me and my business?”.

Well, to help answer that question, here’s a simple list of just some of the ways executive coaching can make a difference to you, your career, and your business:

  1. Completely bespoke solutions: a professional Executive Coach will work with you to develop solutions that are as unique as you are, ensuring they completely ‘connect’ with you and so deliver the results you seek
  2. Clarity: an Executive Coach will help you find far greater clarity in the areas you work on together
  3. Focus: your Executive Coach is fully equipped with the tools and experience to improve your focus in the areas you choose, significantly improving your performance
  4. Ownership and responsibility: working with you to develop a thoroughly defined ‘picture’ of the scope of your ownership and responsibilities, and how you interact with them
  5. Direction: by bringing together many of the elements listed here, your Coach will help you develop a clearer direction that ‘fits’ with you in the best way possible
  6. Self-awareness and awareness of others: your coaching sessions will significantly enhance your self-awareness, and your awareness of others, improving your understanding of how you, and especially your emotional states, influence your behaviour, and how you observe, interpret, and respond to those same states in others
  7. Confidence: your Coach works with you to improve your confidence by bringing together all the elements listed here
  8. Purpose: your Coach will help you understand what your purpose is – what you are here to do (or be)
  9. Improving your leadership: your leadership is a constantly moving, developing skill set which your Coach will help you understand and build on in the best way for you
  10. Improving your decision-making: every great leader is a great decision-maker too, and utilising coaching to establish and understand the decisions you make, will deliver decisions of much greater quality
  11. Empowering your beliefs: our beliefs can drive us forward, but also hold us back too. You Executive Coach will help you understand your beliefs, how they influence your life and work, and what you can do to work ‘with’ them rather than being held back by them
  12. Results: your Executive Coach will facilitate you achieving genuine, worthwhile results!
  13. Reflection and learning: your coaching sessions will allow you a dedicated, completely confidential space to reflect and learn
  14. Motivation and action: when you have greater confidence in your direction and understanding, you feel more motivated to take the actions required to move you forward. Coaching clearly facilitates this
  15. Values: eliciting your core values (the fundamental, life-long ‘building blocks’ that make you the person you are) could well be one of the most valuable exercises you undertake with an Executive Coach
  16. Vision: one of the key elements a professional Executive Coach can do for you, is to help you develop and fine-tune your vision
  17. Emotional support, and truth/honesty: your Coach will help you take a long, ‘hard’ look at yourself, but in a place where such ‘deep’ exploration can be undertaking in a thoroughly supportive ‘space’
  18. A confidential ‘sounding board’: the very best leaders and executives all need someone who they can confidentially share anything with, collaborate on sharing their knowledge and experience, and who is outside of their family and social circles
  19. Confidential and dedicated support: for improving your knowledge, skills, experience, abilities, and understanding

Remember, a professionally qualified and experienced Executive Coach possesses an extensive range of tools, experiences, and abilities that are all specifically focused on working closely with you in delivering the unique solutions that move you forward with clarity, focus, direction and motivation.

N.B.: one recommendation I would always make is for you to always, always, always choose an Executive Coach who is genuinely professionally qualified. Take a look at my blog article ‘Choosing the best business coach for you’, which contains tips for choosing a great coach.

To find out more about how I work with business executives, leaders and owners to maximise their potential and success, and the benefits of professional executive coaching and mentoring, particularly in developing leadership, strategy and growing a business, please contact me:

t: 01242-672440

e: click here

© Adrian Malpass 2017. All rights reserved.

What is the best communication style for you and your business? Easy! The simplest!

How often do you read something only to find yourself trying to work out what the author is trying to explain?

Have you fund some writers write in such a complicated style that you struggle to understand what they mean?

Or, potentially worst of all, you lose interest and stop reading any further?

Yet, the ability to communicate effectively is arguably one of the most important skills to have…in all walks of life!

First of all, let me emphasise that I am no ‘writer’ by any stretch of the imagination! In fact, far from it! Given the choice, I much prefer working with numbers than words.

But, I do have to do a lot of reading in my work: articles on the latest developments in leadership, executive coaching, business psychology, and emotional intelligence for example, plus a wide range of, often lengthy, client documents.

So, I get a fairly good opportunity to experience many different writing styles, and have learned that effective, engaging communication is all too rare.

All too often, I end up reflecting on what I have been reading, and realising how I struggled to understand its content, or how I lost interest in it, or how the information was presented in just too complicated a way.

The end result? The writer doesn’t get their ‘message’ across, and the ‘reader’ doesn’t retain any information (or, frequently, doesn’t even read far enough through the document to reach the information).

The solution?

I firmly believe in keeping things simple, so simple it is. Simple works!

Probably the easiest way I can explain this is by using my very simple ‘formula’ (which I have mentioned before in blog articles). When it comes to communication:

simple + clear = effective

It works! Trust me!

Keep your communication simple, and keep it very clear, and it will be effective.

Even better news is that you can apply this simple ‘formula’ to almost any aspect of your work or personal lives where communication is needed.

A few examples:

  • leadership
  • management
  • job applications
  • writing to those ‘long lost’ relatives
  • etc

But, this simple approach is nothing new.

Back in 1986, professional excellence expert and professional coaching originator Timothy Gallwey developed this:

The performance of any ‘system’ (examples include: communications, or a machine, or a business, or even a human) is equal to its potential (which is always 100%) less the influence of the things that interfere with (and therefore reduce) that potential.

So, there you are!

If you really want your communication to work, keep it simple, keep it clear, and it will be effective.

To find out more about how I work with business executives, leaders and owners to maximise their potential and success, and the benefits of professional executive coaching and mentoring, particularly in developing leadership, strategy and growing a business, please contact me:

t: 01242-672440

e: click here

© Adrian Malpass 2017. All rights reserved.

Seventeen (yes, 17!) reasons introverts make great leaders

Have you noticed how often leaders rarely tend to be people who are of a quieter disposition, who appear more thoughtful, perhaps who are even considered ‘gentle’?

The convention for leadership in the western world is for them to be ‘bold’, ‘outgoing’, some might say ‘loud’.

Yet, around 55% of the adult population of the UK are at the introvert end of the personality type spectrum (note: this does not mean they’re shy!).

These introverts often miss out on leadership roles for the simple reason that convention strongly implies they don’t have what it takes.

Rubbish! Absolute rubbish!

So, here are 17 reasons (there are many more!) for more proactively considering introverts as leaders:

(To find out if you are introvert or extrovert, click here a free Jungian type test (often known as a Myers-Briggs test))

 

1: They’re prudent

Introverts are great at weighing up the pros and cons of every decision, and so tend to make decisions, and be leaders everyone respects

2: They’re brilliant listeners

Because their ‘inner voice’ tends to be quieter than an extrovert’s, introverts have an innate ability to listen. Often, brilliantly. As a result, they usually get far more out of their colleagues (including quite a few things they wouldn’t tell anyone else) than their extrovert co-workers. One of the most important skills for any leader is the ability and willingness to listen to everyone.

3: What they say is valuable.

Introverts usually listen more, think more, and speak less. As a result, when they do have something to say, it’s usually very valuable and something that earns the respect from those around them. In other words, others soon learn how important it is to listen to their introvert colleagues. All of the great leaders will have earned the ‘right’ to be listened to.

4: They know their limitations

Introverts tend to be more forthcoming in accurately understanding and acknowledging their limitations…and aren’t afraid to let others know about them. If an introvert needs help, they’ll ask for it – another great quality in a leader.

5: They embrace uncertainty

Uncertainty is something introverts tend to think of as something they can really get their teeth into. They’re also very open to new ideas and opposing views, as well as being great listeners, all of which they use to help them make better decisions. Leaders, perhaps above everything else, are there to make good decisions.

6: Working on their own is easy for them

Yes, they work happily as part of a team too, but they really excel when they have to work alone – and, let’s face it, that’s something we all have to do at some point, isn’t it? Leaders often experience needs on their responsibilities that includes things that they do alone – and introverts are quite happy about this!

7: Quiet time is good for you!

Introverts find ‘quiet time’ a great way to re-charge and refresh their batteries. Our extrovert colleagues tend to prefer being among people, perhaps in busy or noisy places too, to do the same. Having the ability to be quiet, encourages others to be more open with you, and gives you a better chance of accurately hearing what is being said without your inner voice ‘colouring’ it. Another important quality for leadership!

8: They often have a calming influence

Introverts tend to be calm people. They also tend to have tremendous inner strength. As a result, their calm demeanour has a habit of rubbing-off on those around them. Calm heads tend to work better as a team, think more clearly (remember Sir Clive Woodward’s “think clearly under pressure” (T-CUP)), and make better decisions. Any leader needs a calm head too!

9: They build more meaningful relationships

Because introverts enjoy talking on a one-to-one basis, or in small groups, and because they listen so well, and because they think before they speak, they tend to innately devote the time to building meaningful and valuable relationships. An excellent skill in the worlds of business networking and leadership.

10: They’re very well prepared

Introverts tend to be ‘detail people’ and so will almost always be very well prepared. Every leader benefits from excellent preparation.

11: They’re information junkies

Because introverts like to learn, they tend to be very knowledgeable indeed on the subjects they choose to speak or enter into discussion about. But they also like to learn from others who can expand their understanding. Both are highly desirable traits of good leaders.

12: They’re great in stressful situations

Introverts are great at keeping calm, almost no matter what. Leadership, whether you like it or not, will include a fair amount of stress. Due to their calmness, introverts usually deal very well with stressful situations and remain clear thinkers, and are able to deliver positive outcomes from them. Leaders benefits from these abilities too.

13: They often see the ‘big picture’

Introverts are excellent at being detached from the situation when needed. As a result, they are great at looking at, and understanding the ‘big picture’ and working out what is required to ensure a positive solution. The best leaders do this habitually.

14: If you want someone to study the details, find an introvert

That’s right! Introverts relish the chance to bury themselves in the details, especially if an important conclusion needs to be extracted from them. Their colleagues soon learn to give the ‘hard stuff’ to their quieter colleagues. Leaders need the ability to understand the details too.

15: They treat everyone as equals

From the newest, part-time employee, to the group chairman, the one person who will treat everyone exactly the same, and as equals, will be your quiet colleague! Great leaders earn the trust of, and get the very best out of their people by treating them equally and fairly.

16: They make excellent decisions

Introverts are usually highly rational, practical, and balanced decision-makers. They also are great at considering all of the relevant information and views, and understanding the needs of all those affected. So, they have a habit of making excellent decisions – just what is needed in leadership!

17: They have high levels of emotional intelligence

People will often think of introverts as being ‘well balanced’. They are also well known for be highly aware of their own emotional states and the emotional states of others, and how these states influence thoughts and behaviours (one of the most important building blocks of emotional intelligence). They then take these into account when making decisions, and interacting with others. Just as leaders should!

 

So, there you are – there are many, many reasons introverts make great leaders – and many of the leaders of the world’s most successful companies are introverts too. For example, Bill Gates (Microsoft), Larry Page (Google), Elon Musk (of Tesla fame), Theresa May (British Prime Minister), Warren Buffett (noted investor), to name but a few.

If you are an introvert who is in a leadership position, or looking to move into one, I can work with you to develop your skills, abilities and thinking to ensure you and your career continue to go from strength to strength.

To find out more about the benefits of professional coaching and mentoring, particularly in developing leadership, strategy and growing a business, please contact me:

t: 01242-672440

e: click here

© Adrian Malpass 2017. All rights reserved.

The essential 21st century leadership tool: emotional intelligence (part 1)

This is the first article (of 3) looking at the contribution emotional intelligence (‘Ei’) makes to leadership.

No doubt, you will have heard the term ’emotional intelligence’?

What do you think it means? Here are some common responses:

  • does what it says on the tin?
  • trendy psycho-babble that will disappear as soon as the next trend comes along?
  • new neuroscience that is yet to be proven?
  • or something else?

Firstly, let’s look at a very common misunderstanding about Ei: that is it ‘new’.

Of course, humans have always had ’emotional intelligence’, but did you know that the roots of our current understanding of it and when it  was specifically identified date back to the work of Thorndike circa 1920?

That’s right! Our knowledge of emotional intelligence is almost 100 years old! Certainly not new!

The term ’emotional intelligence’ was certainly being regularly used in American academia in the 1960s, and it reached the world of popular science in the early 1980s. Since then, research and our understanding has continued apace, not least as shown by the plethora of books on the subject (not all of them good, I hasten to add!).

So, it’s probably been around longer than you thought, and our understanding of Ei has now reached the point where we can accurately measure it, we understand how to change it, and we know how to develop it in making those changes.

The really ‘good’ news is that Ei is something you can continuously develop.

But what is Ei?

Whilst it has many measurable component parts, here’s a summarised description:

“Emotional intelligence is the awareness and understanding of the relationship between our attitudes (thoughts), or feelings, and our behaviour, how they influence each other, and the impact they have on our relationships with ourselves and with others.”

To think of Ei in graphical form, see the image at the top of this post – trying to keep the three elements (thoughts, feelings, behaviour) balanced is where we should aim to be.

But, how does Ei apply to leadership in simple terms?

As this is the first article in this series, I’m going to briefly look at the ‘cornerstone’ of Ei: attitudes. Attitudes are the core ‘building blocks’ from which our Ei is ‘built’, supported and developed.

For a leader to be successful, from an emotionally intelligent standpoint, they need to have their attitudes in balance.

By this, I mean how well they understand and develop the regard they have for themselves (how they truly and accurately accept themselves ‘warts and all’), and how they keep it in balance with how ell they understand and develop the regard they have for others (how they truly and accurately accept others ‘warts and all’ without judging them or ‘colouring’ they opinions of them).

As you can see, this is an essential part of leadership as any leader needs to be able to understand themselves and in doing so develop an understanding of the other people they work with and are being asked to lead.

For more information, please try this further reading – my earlier blog  articles:

“So, just what is emotional intelligence? (part 1)”

“So, just what is emotional intelligence? (part 2)”

“Emotional intelligence Trump style: how much Ei does The Donald have?”

(based on the Ei Model developed by JCA Global Limited, and the book “Emotional Intelligence @Work” by Jolyon Maddocks)

To find out more about measuring and profiling Emotional Intelligence, particularly in developing leaders and managers, and in assessing your teams and recruitment needs, please contact me:

t: 01242-672440

e: click here

© Adrian Malpass 2017. All rights reserved.

 

Emotional Intelligence Trump style: how much Ei does The Donald have?

Now, there’s a question!

For the purposes of this article, and to keep it reasonably short, I will just look at three high-level ‘balance’ scales:

  • Scale 1: the ‘Attitudes’ scale, which looks at the balance between one’s self regard (the degree with which you accept and value yourself “warts and all”), and one’s regard for others (the degree with which you accept and value others as people (“warts and all”), distinct from liking or approving of what they may do)
  • Scale 2: the ‘Feelings’ scale, which looks at the balance between one’s self awareness (the degree with which you are in touch with your physiology, feelings and intuitions), and one’s awareness of others (the degree with which you are in touch with the feelings of others), and
  • Scale 3: the ‘Behaviour’ scale, which looks at the balance between one’s self management (how you manage your thoughts and feelings with your own behaviour in your relationship with yourself), and one’s relationship management (how you manage your thoughts and feelings with your own behaviour in your relationships with others)

Obviously, any interpretation of Mr Trump’s Ei can only be based on what we learn from the diversity of media outputs. So, taking these scales in order, here is my interpretation with regard to The Donald…

Scale 1: the balance between self regard and regard for others

High self regard

Relatively lower regard for others (in some cases significantly so)

Overall then, he puts himself first, ahead of others, thinks more highly of himself than he does of some others (at least).

This may manifest itself in potentially forceful/dominant behaviour, or a desire to be so, with some issues around delivering genuine equality.

However, this could also indicate someone who likes to be (or at least be seen to be) the ‘leader’.

Scale 2: the balance between self awareness and awareness for others

I suspect that he would score highly on both self awareness and awareness of others, but this is less easy to identify as it seems masked by a desire to appear ‘strong’ and ‘forceful’, or even, dare I say, ‘presidential’?

Scale 3: the balance between self management and relationship management

Certainly, Mr Trump shows signs of high emotional resilience, how much he believes he is in charge of and takes responsibility for his life, how well he connects with people (how could he build such a vast business empire if he didn’t?), and how focused he is on achieving his goals.

I am far from convinced, however, that he demonstrates particularly high levels of flexibility towards changing situations (rather, he becomes more forceful in order to take him closer to his aims), or that he is particularly authentic at times

In terms of how he manages his relationships with others, from an Ei perspective, it seems he may deal with conflicts in a rather ‘robust’ manner (see scale 1 above), that he’s used to being interdependent when working with others…to a point, that the way he expresses and controls his emotions is rather good (and rather appropriate given the pugilistic nature of this year’s election campaign).

But does he have a balanced outlook, based on a balance between realistic optimism and pessimism? Perhaps, but it seems he is used to (or has at least learned the behaviour for) getting his own way, and therefore he may have high levels of optimism – perhaps a believer in ‘you make your own luck’?

It also seems that he trusts others…again, to a point, taking on the responsibility for the final and most valuable decisions himself.

 

To find out more about measuring and profiling Emotional Intelligence, particularly in developing leaders and managers, and in assessing your teams and recruitment needs, please contact me:

t: 01242-672440

e: click here

© Adrian Malpass 2016. All rights reserved.

So, just what is emotional intelligence? (part 2)

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In the first part of this article (click here), I looked at these key elements that help to assess your Ei:

Measuring the Attitudes elements

Measuring the Feelings elements

Measuring the Personal Management elements

 

In this final part, I shall look at:

Measuring the Relationship Management elements

Developing your Ei

 

The Relationship Management part of Ei assessment is built up from 5 key elements:

Trust – how inclined you are to trust others

Balanced Outlook – how you balance optimism with realism

Emotional Expression and Control – how well you balance expressing and controlling your emotions

Conflict Handling – how well you handle conflict

Interdependence – how well you manage taking yourself and taking others into account

 

In all of these Relationship Management ‘scales’ there are three core components:

The ‘target/ideal’ component where a high level of attainment is desirable

The ‘under/too little’ component where a low ‘score’ is preferable, and

The ‘over/too much’ component where a low ‘score’ is also preferable

So the ‘ideal’ outcome is to have the under/too little and the over/too much measurements with a low ‘score’, and the target/ideal measurement with a high ‘score’.

However, whilst this ‘ideal’ position is readily achievable, especially through developing your Ei, the majority of responses, at least initially, do not demonstrate this ‘ideal’ combination, but notably higher scores in either the ‘under’ and ‘over’ are more common.

Here are the different ‘scales’ measured within each of the 5 Relationship Management elements:

Trust

Under / too little: mistrusting

Target / ideal: carefully trusting

Over / too much: overtrusting

Balanced Outlook

Under / too little: pessimistic

Target / ideal: realistically optimistic

Over / too much: overly optimistic

Emotional Expression and Control

Under / too little: under controlled

Target / ideal: free and in charge

Over / too much: over controlled

Conflict Handling

Under / too little: passive

Target / ideal: assertive

Over / too much: aggressive

Interdependence

Under / too little: dependent

Target / ideal: interdependent

Over / too much: over independent

Remember, all of these elements and their component scales are associated with how you manage your relationships with others, and can be developed and changed to enhance your Ei.

Finally, a brief look at developing your Ei.

You may well have heard of ‘reflective learning’? It’s a process that is proven to help develop many of the ‘soft’ skills and qualities, particularly those that are people-to-people based, including your Ei.

To develop specifically your Ei, try these (N.B.: a professionally qualified coach will be able to help you with all of these):

  • Build a clearer picture of your strengths and development areas.
  • Actively seek feedback from those around you (including your boss and colleagues), and ask people for their views.
  • Walk the talk! Take time to develop your strengths and close important development gaps.
  • Establish clear development goals and identify what achieving success at the next level up looks like. Remember to regularly assess your progress against these goals.
  • Regularly record reflections on your week, both positives and negatives, your emotional responses to these differing situations, and what you choose to take from these experiences. Ensure you build these reflections into useable information to guide your future behaviour.

 

(based on the Ei Model developed by JCA Global Limited, and the book “Emotional Intelligence @Work” by Jolyon Maddocks)

To find out more about Ei, Ei profiling, or developing any aspect of Ei and its uses in coaching and mentoring, please get in touch – I’m here to help.

t: 01242-672440

e: click here

 

© Adrian Malpass 2016. All rights reserved.

 

So, just what is Emotional Intelligence? (part 1)

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Whilst there is a great deal of interest in Ei, there is also a great deal of confusion about exactly what it is and what its component parts are.

In much of my work, especially in the fields of coaching and mentoring, I employ the many facets and benefits of Emotional Intelligence (‘Ei’), including utilising powerful Ei profiling tools for individuals and teams in developing leadership and business performance, and in recruiting key personnel.

The good news is that after almost 100 years of research and study, Ei is now well understood to the extent that we know how to measure it (through all of the scales mentioned in this article), change it, and develop it. Ei is continuously developable – you can never have too much of it!

The benefits of developing your Ei are likely to deliver positive impacts in almost every area of your professional and personal lives. Literally!

So, just what is Emotional Intelligence?

In the first part of this article (final part next month) I shall look at the ‘core’ elements of Ei, and their key components, and those of our self management (which is a part of our ‘personal’ or ‘intra-personal’ intelligence).

Here goes…

Firstly, a simple definition of Ei:

“The awareness of how our attitudes and feelings influence our behaviour.”

The first of these, and the most fundamental ‘building block’ of Ei is our attitudes: how we balance our self regard (how well we accept and value ourselves ‘warts and all’), with our regard for others (how well we accept and value others (as distinct from approving of them)), aiming to achieve and develop high levels in both.

Self regard ‘feeds’ into how well you can develop your regard for others.

The attitudes part of Ei supports and helps us develop the ‘feelings’ part of Ei.

This ‘feelings’ part of Ei is about how aware we are of the physical influence our feelings and intuitions have on us, in balance with how aware we are of the feelings of others and, as with the regard ‘scales’, the higher our levels of both the better.

One important thing to remember is that whilst the regard scales provide the ‘building blocks’ of Ei, these awareness scales are where the ‘core’ or ‘root’ of Ei lies. i.e.: your Ei is developed from here.

The third and final element I will cover here is that of ‘self management’: a combination of ‘scales’ that collectively influence ‘how you are’ or, to put it another way, the relationship wyou have with yourself.

This self management part of Ei is made up of six elements (‘scales’):

Emotional Resilience: how effectively you ‘bounce back’ when things don’t go well for you

Personal Power: to what extent you feel you are in charge and have sole responsibility for what happens in your life

Goal Directedness: the degree to which you align your behaviour to your long-term goals

Flexibility: the degree with which you adapt what you think and how you behave to life’s changing circumstances

Connecting with Others: how well you create and develop meaningful relationships with others

Authenticity: the degree to which you invite others to trust you, through being reliable principled, consistent and ‘known’ (N.B.: this does not mean you have to tell everyone your ‘life story’)

In part 2: the relationship management scale of the Ei model

(based on the Ei Model developed by JCA Global Limited, and the book “Emotional Intelligence @Work” by Jolyon Maddocks)

To find out more about Ei, Ei profiling, or developing any aspect of Ei and its uses in coaching and mentoring, please get in touch – I’m here to help.

t: 01242-672440

e: click here

© Adrian Malpass 2016. All rights reserved.

Recruiting a leader? Look at their emotional intelligence!

What goes through your mind when you hear the term ’emotional intelligence’?

Unfortunately, it has become a rather ‘trendy’ term, and there is a vast amount of poor quality information about it.

In a previous article in this newsletter, I explained what Ei is and some of its benefits.

The good news is it can also be used constructively in the recruitment process, especially for roles where there is leadership responsibility..

Importantly, in tests those with lower Ei but good IQ and experience ‘failed’ to succeed in the leadership roles they had been selected for as much as 25% of the time. However, those with higher Ei and high IQ or very relevant experience only ‘failed’ 3% to 4% of the time – some 80%+ less than without Ei assessment. Interestingly, this data has been repeated in many countries almost identically.

That’s quite a difference isn’t it?

Yet, Ei is something we all have and something that we can all develop almost endlessly.

But what makes Ei such differentiator in this scenario?

Well, the key is quite simple – experience and IQ give an indication of how an applicant can apply themselves in certain situations, but neither give a detailed, measurable assessment of their ‘human’ side.

Of all of the great leaders you have met, what was the main quality that made them memorable? Was it what they were doing, or was it more about them as another member of the human species?

Chances are, it was mostly about the latter, and this is where Ei measurements can helptoidentify how they will be as leaders. – by assessing balance between how they think, what they feel, and how they influence their behaviour.

Obviously, Ei is not a ‘cure all’, but as the data above shows, it can make a significant difference to the success of your recruitment.

(Source: Claudio Fernández-Aráoz, author of ‘Great People Decisions’ (publ: Wiley, 2007))

(based on the Ei Model developed by JCA Global Limited, and the book “Emotional Intelligence @Work” by Jolyon Maddocks)

To find out more about Ei, Ei profiling, or developing any aspect of Ei and its uses in executive coaching and mentoring, please get in touch – I’m here to help.

t: 01242-672440

e: click here

© Adrian Malpass 2013-17. All rights reserved.