Editor's Note: This post has been updated for accuracy and comprehensiveness on August 20, 2020. Photo by Hattie Kingsley Photography.
A high level of organizational accountability is the key to achieving the much needed. However, if it is that simple, why do so many organizations - at all levels - struggle to hold employees accountable or take ownership when they know they should? The first reaction is to assume a lack of IQ or job knowledge. Research from one of EcSell Institute's partners, Institute for Health and Human Potential (IHHP), found that the breakdown in accountability is most often emotional and not knowledge based. If a person's emotional needs are not met - feeling supported, having a voice, being empowered and trusted - then they are not going to take personal accountability.
Bill Benjamin, President of IHHP, was a featured speaker at The Coaching Effect Summit. He looked at how leaders can leverage the science of emotional intelligence to motivate themselves and others to take ownership of their goals, thereby making accountability a non-issue. Sales managers will learn techniques to connect with the emotions that drive sales people's behavior and motivation, and create a culture where sales people are inspired to take ownership and hold themselves accountable because they feel engaged.
Do you know your emotional intelligence IQ? Do you understand the importance of being emotionally intelligent?
Consider these ROI FACTS about EMOTIONAL INTELLIGENCE...
After supervisors in a manufacturing plant received training in emotional intelligence competencies, such as how to listen better and help sales employees resolve problems on their own, lost-time accidents were reduced by 50%. Formal grievances were reduced from an average of 15 per year to 3 per year. Finally, the plan exceeded productivity goals by $250,000! (source: Pesuric & Byhan, 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 nottrained (source: Porras & Anderson, 1981).
In a study of more than 2,000 managers from 12 large organizations, 81% of the competencies that distinguished outstanding managers were related to emotional intelligence. (Boyatzis, 7CM (1982) Hay and McBer)
"181 different positions from 121 organizations worldwide...67% of the abilities deemed essential for effective performance were emotional competencies (cf Rosier, 1994) Hay and McBer)
"Reanalyzed data from 40 different corporations to differentiate star performers from average ones- emotional competencies were found to be twice as important in contributing to excellence as pure intellect and expertise. Goleman, WWEI (cf. Jacobs and Chen, 1997) Hay and McBer)
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.
What separates companies and individuals who get to the next level from those who cannot is the ability to intelligently manage emotions. These abilities - known as Emotional Intelligence (EQ) - count for twice as much as IQ and technical skills combined in determining who will be a star.