Research Behind What We Do

THE PROBLEM

Did You Know?

executive coachingManagers at Fortune 1000 firms spend the EQUIVALENT OF SEVEN WEEKS A YEAR dealing with the aftermath of bad manners.

And that the workers who were on the receiving end of incivility:

  • 48% intentionally decreased their work effort
  • 47% intentionally decreased the time spent at work
  • 38% intentionally decreased the quality of their work
  • 80% lost time worrying about the incident
  • 63% lost work time avoiding the offender
  • 66% said that their performance declined
  • 78% said that their commitment to the organization declined
  • 12% said that they left their job because of the uncivil treatment
  • 25% admitted to taking their frustration out on customers who, not surprisingly, turn away and take their business with them

Not to mention, untold lost sales, eroded relationships, and missed opportunities….

At the Center we focus on how to incorporate good manners into everyday best practices by providing practical and practice-able  exercises in corporate etiquette and international business protocol.

THE OPPORTUNITY

Did You Know?

international business“Over the next decade…companies will become larger and more global, handling operations in more countries than they do today.”

  • 54% expect management to be more international in composition;
  • 39% expect managers to better represent the countries where the company does business; and
  • 32% expect managers to travel more frequently among overseas offices.”

“Local knowledge and a global perspective will be two of the most important qualities of a modern manager.”

The new global workforce will exhibit “increasing workforce flux…more diversity… and ASCENDANCE OF SOFT SKILLS,” reflecting the survey takers rating of problem-solving, project-management and interpersonal skills ahead of technical competence as the most important skills for their organization’s success.”

At the Center we focus on how to succeed in the international arena by providing sensible strategies to project cultural awareness, expand a global mindset, and exhibit mastery of a business meeting.

RETURN ON INVESTMENT 

Did You Know?

Emotional intelligence is tangible, measurable and has a significant impact on the bottom line …and is statistically evidenced by increases in individual occupational performance. lleadership, and organizational productivity.

As illustrated by the results of a 1997 US Air Force study directed toward the examination of the relationship between EI and Occupational Performance.

  • Specifically, comparing the EI scores of 1171 US Air Force recruiters (USAF) against their ability to meet annual recruitment quotas.
  • Based on USAF criteria, recruiters were divided into those who were able to meet at least 100% of their annual quota (“high performers”) and those who met less than 80% (“low performers”) as a method of assessing occupational performance.
  • A discriminant function analysis indicated that EI scores were able to fairly accurately identify high and low performers demonstrating the relationship between EI and occupational performance is high (.53) based on the sample studied.

Prior to 1996, it was costing the USAF approximately $3 million dollars for an average 100 mismatches a year. After one year of combining pre-employment EI screening with interviewing and comparing EI scores with the model for successful recruiters – The USAF:

  • Increased their ability to predict successful recruiters threefold
  • Reduced first-year turnover due to mismatches; and
  • Cut their financial losses by approximately 92%

LEADERSHIP

The Bharwaneey, Bar-On and MacKinlay report goes on to describe, in detail, four studies that support their conclusion that there is a statistically significant correlation between EI and leadership potential.

One of the most informative studies that examined the relationship between EI and leadership was conducted at the Center for Creative Leadership (CCL) in 2003.

In this landmark study, 300 executives agreed to complete a survey gauged to assess leadership ability based on Benchmarks (a 360 degree multi-rater developed by CCL) to rate “successful leadership” and “derailment” aka “the potential for very poor leadership”.

Results of the test indicated that 55% of successful leadership is based on emotional intelligence with the strongest determinant factors being empathy, interpersonal relationships, social responsibility, stress tolerance, and problem solving…the first three and strongest factors most often referred to as “people skills” or the soft skills.

ORGANIZATIONAL PRODUCTIVITY

dining skillsIn a 2003 study conducted in the UK, it was determined that the emotional intelligence of restaurant managers significantly impacts annual profit growth.

Restaurants operated by managers with high emotional intelligence (identified in the study as emotional self-awareness, interpersonal relationship, social responsibility, reality testing and happiness) showed an annual profit growth of 22% (male manager) and 28% (female manager) versus an annual profit growth of 15% for the same period for managers (male and female) less emotionally intelligent.

“EQ and the Bottom Line: Emotional Intelligence Increases Individual Occupational Performance, Leadership and Organizational Productivity”, Geetu      Bharwaney, Reuven Bar-On and Adele MacKinlay, 2007, 2011

 


The Center provides in person, highly interactive seminars, workshops and context-based skills development and strategies  focused on the immediate integration and practical application of skills, tools and techniques to achieve business outcomes.

Our Mission is to provide you with confidence and credibility in developing and deepening significant relationships across the room… and around the world.