Why Does Emotional Intelligence Matter?
In today’s job market, hard skills receive a lot of attention. Employers often expect new employees to possess a certain list of technical skills before they’ll consider them as a potential candidate.
Under these circumstances, it’s easy to forget just how essential emotional intelligence is to success. Why does emotional intelligence matter? Let’s try a quick thought experiment.
Consider for a moment the best boss, coach, mentor, teacher, or even co-worker that you’ve ever worked with. Recall this person as clearly as you can, and do you best to bring to mind a specifically positive memory that you associate with them.
How did this person make you feel? You may have felt:
Now, let’s try another experiment. Recall the most difficult boss, colleague, or teacher you’ve ever worked with. Think about how this person made you feel. Perhaps you felt:
We often chalk the difference between these two experiences up to “the way a person is.” We say things like, “that’s just their personality,” or, “we just don’t get along.”
The reality, though, is this: the biggest difference between the two individuals that you just called to mind is the degree of emotional intelligence skills that each possessed.
Imagine a workplace where every manager and employee possesses optimal emotional intelligence skills. Consider just how well that workplace would function. Employees would exceed their leaders’ expectations and leaders would exceed their direct reports’ and colleagues’ expectations. Co-workers would support one another and collaborate whenever needed. Everyone would feel appreciated. As a result, the organization would thrive.
That’s the power of emotional intelligence.
Emotional Intelligence Statistics
At The EI Academy, we believe that emotional intelligence is the single most important skill that anyone can develop to ensure improved personal growth and greater success. But don’t just take our word for it: the numbers speak for themselves:
- After 20 years of research and 60,000 exit interviews, the Saratoga Institute reports that 80% of turnover is directly related to unsatisfactory relationships with one’s boss.
- According to a Gallup Organization study of approximately 1 million workers, the number one reason people leave their jobs is because of “bad bosses.”
- According to Roger Herman’s research, 3 out of 4 people voluntarily leaving jobs don’t quit their jobs; they quit their bosses.
- Another recent Gallup study found poorly managed workgroups are an average of 50 percent less productive and 44 percent less profitable than well-managed groups.
- Being the victim of a brutal boss leads to clinical depression in 41 percent of victims, according to a survey by Bullybusters.org, an online nonprofit in Benicia, CA that advises victims of workplace abuse
- Companies with high employee engagement had a 19% increase in operating income and 28% growth in earnings per share. Conversely, companies with low levels of engagement saw operating income drop more than 32% and earnings per share decline 11% (Towers Watson [then Towers Perrin] “Global Workforce Study”).
- According to the World Economic Forum, Emotional Intelligence will be in the top ten required job skills for all jobs by 2020
These numbers all point to the same fact: developing the emotional intelligence of both company leaders and individual employees is essential to enhancing productivity, engagement, and a positive company culture.
The Link Between Emotional Intelligence and Employee Engagement
Research shows that the link between emotional intelligence and employee engagement is profound. A study conducted in 2010 of 40,000 managers and 400,000 employees found that supervisors exhibiting the following qualities managed to evoke the most employee engagement:
- Ability to listen
- Contagious energy and enthusiasm
- Preparedness to recognize positive contributions
- Ability to create a positive work environment
- Exhibition of belief that all team members have something unique to offer
What do these characteristics all point to? These are the qualities of emotionally intelligence leaders.
In 2012, Genos International assessed the emotional intelligence of 100 of IBM’s company leaders from the United States, Europe, Asia, and the Pacific. At the same time, Genos assessed the engagement of the 438 employees reporting to these leaders.
The graph below shows what they found. Each dot represents an employee’s engagement score. The bottom axis rates the emotional intelligence of the 100 assessed leaders as a percentile score.
As you can see, managers with a high emotional intelligence score have exclusively highly engaged employees. Meanwhile, supervisors with lower emotional intelligence scores have employees who are either not engaged — or even actively disengaged.
The bottom line? Genos International and the Genos models of emotional intelligence are an exceptionally effective way to both assess and develop the emotional intelligence and engagement of leaders and employees.
Emotional Intelligence: Making the Connection
Think back to the best leader, supervisor, teacher, coach, or coworker that you recalled earlier. Now, imagine what your organization — or your clients’ organizations — would be like if every single C-level executive, supervisor, and employee had the same level of emotional intelligence as that person. What would it do for productivity? For leadership? For employee engagement, retention, and the overall work culture?
After successful completion of the Genos International Emotional Intelligence Certification Program, offered through The EI Academy, you’ll have the ability to assess the current state of your or your client’s organization and quantify improvement over the course of time. Employees will receive the training to develop their emotional intelligence skills, working from being disconnected to fully present, insensitive to empathetic, and indifferent to empowered.
Ready to find out what The EI Academy can do for your (or your client’s) organization’s emotional intelligence? Sign up for one of our free webinars today!