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Understanding the “Big Five Skills” &

Increasing Your Emotional Intelligence

SCOTT WARRICK, JD, MLHR, CEQC, SHRM-SCP Scott Warrick Human Resource Consulting, Coaching & Training Services

& Scott Warrick Employment Law Services

(614) 738-8317 ♣ scott@scottwarrick.com

WWW.SCOTTWARRICK.COM

Link Up With Scott On LinkedIn

Which is Stronger … Logic or Emotions?

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Why Are Emotions SO Much Stronger Than Our Logic?

Different parts of our brain do different things, as shown in the following diagram:

DO YOU HUNT FOR WITCHES?

Frontal Lobes:Slow …

But Accurate

Amygdala:Fast …

But Not Accurate

The Two Human Brains

COMPUTER IMAGE OF THE SPEED OF EMOTIONS

Computer Image #1 Computer Image #2

Frontal Lobes:

Logical Center, &

Emotional Thermostat

Amygdalae: Emotions

Thalamus: The Brain’s

“Neural Junction Box”

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In Computer Image #1, the stimulus enters the brain and goes to the thalamus, where it then takes the “Low Road” directly into the amygdalae, or the emotional center of the brain. As you can see, the “Low Road”

to the emotional system takes the stimulus only 1/33,000ths of a second … which is “lightning” fast.

However, in Computer Image #2, the stimulus enters the brain and takes the “High Road,” where it is finally delivered to the frontal lobes of the brain, or our “Executive Center.”

As you can see, the stimulus taking the “High Road” to the logical brain takes at least twice as long to reach the frontal lobes as it does to reach the emotional center of the brain. This is a primary reason why

our emotions are so much faster than our logic.

Why Do Really, Really Smart People Do Really, Really Stupid Things?

Can You Control Your EGO and EMOTIONS?

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The Pitfalls of Low Emotional Intelligence What Are Typical Traits Of Low EI?

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• According to Daniel Goleman in his book, “Working With Emotional Intelligence,” I.Q., or Intelligence Quotient, and technical expertise help you get your job. However, it is your level of E.I., or Emotional Intelligence, that makes you a “Star Performer” for you and your organization. I.Q. contributes only 4-10% toward a leader's success. But the higher someone rises in an organization or in their career, the more impact that person’s Emotional Intelligence has on determining their success. In some instances, one’s level of Emotional Intelligence will contribute as much as 85-90% of their success. Research studies conducted across the last decade or so have proven this conclusion correct. 1

• In one study of more than 300 top-level executives from fifteen global companies showed that high levels of Emotional Intelligence skills was what separated the top performers from the average ones. 2

• In another study, divisional leaders who demonstrated high levels of Emotional Intelligence surpassed their revenue targets by a margin of 15 to 20 percent. 3

• In a large beverage firm, the organization used its standard hiring methods to select its divisional presidents. 50% left the company within the first two years, mostly because of poor performance. However, when the company started selecting its divisional presidents based on their level of Emotional Intelligence, only 6% left in their first two years. 4

1 Goleman, D. (1998). “Working With Emotional Intelligence.” New York: Bantam. 2 Spencer, L.M. J., McClelland, D.C. & Keiner, S, Competency Assessment Methods: History and State of the Art, Boston: Hay/McBer, 1977. 3 McClelland, D., "Identifying Competencies with Behavior- Event Interviews," Psychological Science, Vol. 9, No. 5, pages 331-340, 1998. 4 McClelland, D., "Identifying Competencies with Behavior- Event Interviews," Psychological Science, Vol. 9, No. 5, pages 331-340, 1998.

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Furthermore, 87% of those executives who were hired based upon their level of Emotional Intelligence demonstrated performance levels in the top third of the organization based on their salary bonuses for performance of their divisions. Additionally, these divisional leaders with high levels of Emotional Intelligence actually outperformed their targets by 15 to 20 percent. Those who had lower levels of Emotional Intelligence under-performed their peers by almost 20%. 5

• Research conducted by the Center for Creative Leadership has found that the primary reason executives fail in their careers is due to a lack of Emotional Intelligence. The three primary causes for this failure were their inability to handle change, not being able to work well on a team and their poor interpersonal relations with others. 6

• In another study, researchers discovered that the most common reason managers were fired was due to their inability to work cooperatively with their peers. 7

• Additionally, when companies of comparable size were studied, those organization’s whose CEOs exhibited high levels of Emotional Intelligence skills had led their organization’s to higher levels of both profitability and growth. 8

• When 515 senior executives were analyzed by the search firm Egon Zehnder International, those who had strong Emotional Intelligence skills were more likely to succeed than those who had more experience or a higher IQ. More specifically, the executives who were in Emotional Intelligence were involved in successful ventures 74 percent of the time while only being involved in 24 percent of the failed ventures. Interestingly, this was an international study that included executives in Latin America, Germany, and Japan, and the results were almost identical in all three cultures. 9

• In sum the emotional tone set by the organization’s leaders tends to ripple outward with remarkable power. 10 In other words, the more positive the style of the leader, the better the performance of the group. 11 In the end, the individual team members then begin to also transfer these same attitudes and moods, both good and bad, throughout the entire organization. 12

5 McClelland, D., "Identifying Competencies with Behavior- Event Interviews," Psychological Science, Vol. 9, No. 5, pages 331-340, 1998. 6 Benchmarks Training Manual, Greensboro, NC: Center for Creative Leadership, 2000 7 Sweeney, P., "Teaching New Hires to Feel at Home," New York Times, February 14, 1999 8 Williams, D., "Leadership for the 21st Century," Life Insurance Leadership Study, Boston: Hay Group, 1994. 9 Cherniss, Cary, "The Business Case for Emotional Intelligence," Consortium for Research on Emotional Intelligence in Organizations, 2002. 10 Bachman, W., "Nice Guys Finish First: A SYMLOG Analysis of U.S. Naval Commands," in Polley, R.B. et al (Eds.), The SYMLOG Practitioner: Applications of Small Group Research, NY: Praeger, 1988. 11 George, J.M. and Bettenhausen, K., "Understanding Prosocial Behavior, Sales Performance and Turnover: A Group Level Analysis in a Service Context," Journal of Applied Psychology, Vo. 75, pages 698-709, 1990. 12 Totterdell, P., Kelett, S., Teuchmann, K., & Briner, R.B. (1998). Evidence of mood linkage in work groups. Journal of Personality and Social Psychology, 74 (6), 1504-1515.

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WHAT IS AN EQ ASSESSMENT?

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EMOTIONAL INTELLIGENCE

How To Read An EQ Assessment

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TOM’S SCORES

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BILL’S SCORES

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CONNIE’S SCORES

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TIM’S SCORES

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Scott Warrick, JD, MLHR, CEQC, SHRM-SCP

Scott Warrick Human Resource Consulting, Coaching & Training Services &

Scott Warrick Employment Law Services

(614) 738-8317 ♣ scott@scottwarrick.com

WWW.SCOTTWARRICK.COM

Link Up With Scott On LinkedIn

Business First’s 20 People To Know In HR

CEO Magazine’s 2008 Human Resources “Superstar”

Nationally Certified Emotional Intelligence Instructor

2012, 2008, 2007, 2006 and 2003 SHRM National Diversity Conference Presenter

Scott Warrick combines the areas of law and human resources to assist organizations in “Solving Employee Problems BEFORE They Happen.” Scott uses his unique background of LAW and HUMAN RESOURCES to help organizations get where they want to go, which includes coaching and training managers and

employees in his own unique, practical and entertaining style.

Scott Trains Managers and Employees ON-SITE in over 50 topics

Scott’s “Law College Videos” on the ADA, FMLA, FLSA and Harassment, updated for 2017,

“The Human Resource Professional’s Complete Guide To Federal Employment And Labor Law” &

Scott’s “Do It Yourself HR Department” are favorites for anyone wanting to learn Employment Law and run an HR Department.

Scott’s academic background and awards include:

Capital University College of Law (Class Valedictorian (1st out of 233))

Master of Labor & Human Resources and B.A. in Organizational Communication:

The Ohio State University

The Human Resource Association of Central Ohio’s Linda Kerns Award for Outstanding Creativity in the Field of Human Resource Management and the Ohio State Human Resource Council’s David Prize for Creativity in Human

Resource Management

For more information on Scott, just go to www.scottwarrick.com