The concept of emotional intelligence was first described in the 1930s when Edward Thorndike described the concept of “social intelligence” as the ability to get along with other people.

Emotional Intelligence, commonly referred to as EI or Emotional Quotient (EQ), while being a wide-spread topic in corporate leadership development, is now being valued in other ways. Most of us realize when we struggle to get along with co-workers and customers. Emotional Intelligence helps us to identify the causes and reasons that contribute to the struggles and provide insight into how to overcome and prevent future struggles.

Emotional Intelligence is more than a subjective concept related to “getting along with others.” It is made up of a specific set of observable and measurable emotional and social skills that impact the way people perceive and express themselves, develop and maintain social relationships, cope with challenges, and use emotional information in an effective and meaningful way.

Emotional Intelligence is a catalyst for engaging employees and customers. Employee engagement performance and customer experience levels are higher when integrating Emotional Intelligence into your strategies.

EQ-i-2.0-Model of Emotional IntelligenceFor leaders and teams, the EQ-i 2.0 measures emotional intelligence (EI), and how it can impact people and the workplace. Emotional intelligence (EI) as defined and applied in the Emotional Quotient Inventory (EQ-i 2.0) reflects one’s overall well-being and ability to succeed in life. You can view a sample set of Emotional intelligence Group reports for more details.

Why is EI important?

Emotional intelligence may not be a sole predictor of human performance and development potential, it is proven to be a key factor in these areas. Emotional intelligence is not static, it can change over time and can be developed in targeted areas. Emotional intelligence has been found to be a key contributor to high performing organizations.

Employee Development

The EQ-i 2.0 measures the interaction between a person and the environment they operates in. Assessing and evaluating an individual’s emotional intelligence can help establish the need for targeted development programs. This, in turn, can lead to dramatic increases in the person’s performance, interaction with others, and leadership potential. The development potentials the EQ-i 2.0 identifies, along with the targeted strategies it provides, make it a highly effective employee development tool that builds an intelligent organization.

Recruitment and Retention

The EQ-i 2.0 is versatile in workplace environments and can be used as a screening tool in hiring, leading to the selection of emotionally intelligent, emotionally healthy, and the most-likely successful employees. Supplemented by other sources of information, such as interviews, the EQ-i 2.0 can make the recruitment and selection process more reliable and efficient. A sound recruiting process leads to higher retention rates and reduced turnover which can result in significant cost savings, improved employee effectiveness and increased morale.

Customer Experience

As much as 90% of customer experiences are described by the emotions they generate. Relief, trust, appreciation, agitation, frustration, anger, and so many more emotions can be the product of the experience we have with companies. By increasing emotional intelligence we become more aware of these emotions and how to influence more positive emotions in others and to diffuse and prevent negative emotions. It has been found that as much as 45% of career success is attributed to emotional intelligence. Since the customer experience is determined more by emotions than our careers, the success in customer experience attributed to Emotional Intelligence is higher.