Emotional Intelligence Case Studies
A survey of managers in a UK supermarket chain revealed those with high EI experienced less stress, enjoyed better health, performed better and reported a better life/work balance (Slaski, 2001)
Police officers who are able to identify and manage emotions report lower levels of stress (Clark, 2000)
Public sector housing officers report greater levels of cohesion, collaboration and sense of identity following team EI intervention (Chapman, 2004, 2005, 2006; Clutterbuck, 2007)
- Partners in a multinational consulting firm were assessed on EI; those high on EI secured $1.3 million more profit
- Analysis of 300+ top executives showed certain EI competencies (influence, team leadership, organisational awareness, self-confidence) distinguished star performers
- National insurance company agents week on EI sold on average policies of $54,000; sales agents high on EI achieved $114,000
- The Centre for Creative Leadership identified the primary cause of career derailment among top executives was the lack of EI
- Of the sales representatives of a computer company hired on EI, 90% were more likely to finish training
Sample of 220 North American Leaders – MHS (2011)
Leaders score consistently higher on the EQ-i 2.0 than the general population. Additionally, there are links between certain EQ-i 2.0 sub scales such as Assertiveness, Independence, Self-Actualization, Empathy and Optimism, and transformational leadership qualities. By linking EI to any leadership model or framework one can distil down a majority of leadership competencies (whether transformational or transactional) into the specific emotional or social skills that need to be developed in order to see gains at the broader competency level.
The Amex Challenge
American Express – Durek (2005)
MHS conducted a study for American Express in Fort Lauderdale to determine the EI skill set that best predicted success for customer-focused Sales Associates. Two metrics that defined success in this role were customer satisfaction (feedback regarding customer service based on 13 behaviours) and sales goal attainment (profitability of associates’ work). MHS quickly realized that while some associates had high customer service skills and some had high sales group skills, few were strong in both performance criteria.
Associates who scored high in both performance categories scored significantly higher on the EQ-i as compared to those who only scored well in one performance area, or were low in both. In other words, high emotional intelligence was a strong predictor of associates with both required skill sets. Those who excelled in sales as well as meeting customer needs clearly outperformed those who did not. In fact, emotional and social skills make up one-half of the skill set that existing successful telephone service centre reps need to be successful in their new role.
Pharmaceutical Sales Company – MHS (2010)
A North American Pharmaceutical Sales company integrated the EQ-i 2.0 into their sales representative’s performance appraisals and found that the top third of their sales representatives (as rated by managers) had significantly higher scores on scales such as Impulse Control, Decision Making and Stress Management than the sales reps in the bottom third performance group.
Selection and Retention Case
U.S. Air Force – Handley (1998)
U.S. Air Force recruiters were suffering from high rates of first-year turnover. In their efforts to increase recruiter retention, the USAF used the EQ-i assessment to study the differences between successful and unsuccessful recruiters. Notable score differences between the two groups were evident in areas such as: assertiveness, self-actualization, stress tolerance, flexibility, problem solving, and happiness.
Using their findings from the EQ-i, the USAF developed a pre-employment screening system which led to a 92% increase in recruiter retention with a savings of $3 million annually.