Archive for the ‘Organizational Culture’ Category

Learn to coach emotional intelligence!

DATE: Thursdays, September 13 – November 1, 2018

TIME: 3-4:30 PM (ET)

LOCATION: Online

Event Details

Learn to coach social and emotional intelligence and become certified to administer the Social + Emotional Intelligence Profile (SEIP)®.

By completing the Coach Certification Course, you will earn 12 recertification credits from the ICF, HRCI, or SHRM. This course is conveniently delivered online by webinar, so there’s no need for expensive travel or time out of the office. Classes meet once a week for eight weeks. Each class is an action-packed 90 minutes, highly interactive, with a variety of case studies discussed. Class participants report they learn a great deal from their colleagues in the classes, as well as from their expert instructor.

Our full 8 week class is priced at $1,799 and includes:

  • Our course workbook (”toolkit”) with 200+ pages of worksheets, exercises and other tools you can use to bring social and emotional intelligence training and coaching into your practice
  • Customizable PowerPoint presentation
  • Certification to administer both the self and 360-versions of The Social + Emotional Intelligence Profile-Self (SEIP)®, the most comprehensive, statistically-reliable, scientifically-validated instrument on the market today. This includes the Work, Adult and Youth Editions.
  • 12 recertification credits (ICF, HRCI, or SHRM)
  • 10 free Self-SEIP® credits

Classes are kept small and availability is limited, so register today!

Attendees are expected to attend all 8 sessions, but we record the sessions in case you need to miss a class or two.

 

#emotionalintelligence #socialintelligence #EQ #coachcertification

4 Disciplines Create “The Advantage” for Growth

Article submitted by Pam Watson Korbel

In my years of consulting, a few common issues arise for small and medium-sized businesses that always inhibit their growth:

  • Infighting among the executive team;
  • Failure to get out of the weeds and take the time to plan for growth;
  • Poor communication cadences leading to problems with culture and productivity;
  • Lack of appreciation for the need for a strong employee base.

One book tightly delves into all these topics – The Advantage (Jossey Bass, 2012) by Patrick Lencioni.   Known as a fable writer, in this book Lencioni focuses instead on the “how to’s” of organizational health.  I recommend it for executive teams in any industry.

Building upon the same premises that Jim Collins (Built to Last and Good to Great) and Verne Harnish (Scaling Up and Mastering the Rockefeller Habits), The Advantage starts out by laying a foundation of four disciplines necessary for strong organizational health:

 1.  Build a cohesive leadership team – Anecdotally, I have found that when members of a leadership team spend a lot of time together, professionally and socially, their growth rate is faster than those who do not.  Interestingly, the personal bonds often spur the commitment to the business more than the professional bonds.  Lencioni espouses team building and makes a strong point that it is a process not an event.

2.  Create clarity – Lencioni lays out six strategic questions that every leadership team needs to answer on behalf of the company.  Beyond answering “why” the firm exists and what the culture is, the Lencioni system provides a framework for setting priorities. 

 Most importantly, it helps a leadership team to focus on less than a handful of matters at a time; completing them before it progresses to a new set of priorities.  In my experience, mid-market companies fail to advance when everything needs to be done today.  I have seen many companies improve revenue and profit just by reducing the number of initiatives for the company and for individuals.

 3.  Overcommunicate clarity – Smart people who lead entrepreneurial growth companies often assume that their employees are as smart and agile as they are.  Generally, the employees who fit this description leave your company and start their own.  Which leaves you with people who want stability and consistency along with understanding of priorities.  And that requires that you develop a strong communication system within your company so that employees always know what is important and then they can execute.

 4.  Reinforce clarity – The Advantage concludes by laying out a foundation of hiring the right employees who fit your culture and then providing high-quality feedback to each so that they are motivated to excel.  Especially in today’s knowledge-based industries, involving staff in decisions and direction keeps them motivated.  And as Ken Blanchard (The One-Minute Manager) says, “None of us is as smart as all of us.”

 The bottom-line is that reading and implementing The Advantage in your company is a simple, direct way to encourage financial growth while engendering a strong team of supporters.  Lencioni lays out a process to address the four disciplines and implement them that leadership teams can manage effectively with coaching.

 You can study this system by reading the book and you should also check out The Advantage app, which includes an overview of the content plus an organizational health assessment. For help with the four disciplines and implementing The Advantage, contact Pam Watson Korbel.

You’re invited: Free 1-hour webinar, “How to Coach Emotional Intelligence”

Date:  June 6, 2018

Time: 5-6 pm Eastern time

REGISTER HERE:  http://isei.iobisystems.com/BookingRetrieve.aspx?ID=75648

This FREE, interactive online webinar will give you an overview of social and emotional intelligence and its impact on individual lives, relationships, and employee engagement.

The first 20 people who register and attend this online class will receive a FREE Social + Emotional Intelligence Profile (SEIP)®, one of the most statistically-reliable and scientifically-validated S+EI instruments on the market today, to begin your own journey down the path of social and emotional intelligence.

 

Even if you can’t attend, go ahead and register and we’ll send you a recording of the webinar that you can listen to on your own time.

– Grow your business; attract more clients

– Stake out a new niche

– Expand your coaching expertise skills and knowledge

“Leaders with higher social & emotional intelligence produce more powerful business results and greater profitability.”

–Steven Stein

Add EQ Coaching to your expertise!

  Online Coach Certification Course

DATE: Wednesdays, June 13 – August 1, 2018

TIME: 5-6:30 PM (ET)

Learn to coach social and emotional intelligence and become certified to administer the Social + Emotional Intelligence Profile (SEIP)® in our highly-acclaimed online course.

This course is conveniently delivered online by webinar, so there’s no need for expensive travel or time out of the office. Classes meet once a week for eight weeks. Each class is an action-packed 90 minutes, highly interactive, with a variety of case studies discussed. Upon completion you’ll earn 12 credits from the ICF, HRCI, or SHRM and receive a free listing in our online coach directory.

Your commitment is $1799 and includes:

  • Our EQ Coaching Toolkit with 200+ pages of worksheets, exercises and other tools you can use to bring social and emotional intelligence training and coaching into your practice
  • Customizable PowerPoint presentations for workshops and trainings
  • Certification to administer both the self and 360-versions of The Social + Emotional Intelligence Profile-Self (SEIP)®, the most comprehensive, statistically-reliable, scientifically-validated instrument on the market today
  • 10 free Social + Emotional Intelligence Profile (SEIP)® credits — a $750 value!

Classes are kept small and availability is limited.

Attendees are expected to attend all 8 sessions, but we know life gets busy. We record the sessions in case you need to miss a class or two. A self-study program is available as well if that works better for your schedule.

Join our team of elite social + emotional intelligence coaches today!

“The individual S+EI assessment along with a coaching session is a real eye opener for people and an awareness of how little they know about themselves. I can’t wait to do a 360 Assessment.”

Institute for Social + Emotional Intelligence | www.the-isei.com | info@isei.org

Continued EQ learning

Want to continue your EQ learning? Check out the new Emotional Intelligence Magazine at https://lnkd.in/e2W7pi4

Emotional Intelligence in the Age of Robots

Article submitted by guest author Joni Roylance.

There is an interesting shift in our world occurring right now. It is the kind of shift that rubs elbows with the invention of electricity, the television, the internet, and even the cell phone. In other words, this moment in time will be one that those of us alive to witness will have to explain what life used to be like to those who come after us.

We are in the Fourth Industrial Revolution, or, put more simply, a technological upheaval at such speed and scale that it is going to change the way we work, the way we live and how (and who/what) we connect with in a truly dramatic fashion.

So, what role does Emotional Intelligence play in a world that is increasingly automated and artificially intelligent?

The real answer is no one knows for sure—not Google, not Amazon or Microsoft, not any organization that is truly honest about how new and rapidly evolving these technologies are. Researchers are just barely completing studies that reveal insights about the impact of screens on human development and social behaviors. Most experts don’t even agree on the definition of intelligence yet!

However, there are some known factors that should be considered, and as much as we should be asking ourselves about what the technology can and can’t or should and shouldn’t do, we simultaneously need to think critically about what those capabilities, duties and applications mean for humans, and how we can prepare now for the new realities of what it means to work and be human in the age of robots.

The reality of the future of work is the skills that will be needed most are those that a machine or software or algorithm simply cannot perform—they are emotional and relational in nature[1]. That’s good news for most of us—especially those of us already attuned to the value and impact of EQ. Unfortunately that awareness is not widespread and we’re becoming increasingly bad at EQ thanks to our preference for digital over live connection. In fact, “face to face interaction has dropped to third behind texting and IM/FB messaging in the so called ‘iGeneration,’ or those born from 1990-1999”[2]  and as a result, “ ‘digital natives’ […] are already having a harder time reading social cues.”[3] So, as practitioners, the time is now to up our game in creating tools and trainings and promoting awareness of the value proposition of Emotional Intelligence and its vital role to the next era of humanity and work.

Here are three ways in which EQ is going to be more fully utilized in the AI revolution (at least at present):

  1. Handling Complex Emotional Scenarios
    1. Chatbots are one of the most popular entrees into Cognitive Solutions. They are cheap, can be built and launched in a matter of weeks, and they can relieve humans of repetitive, mundane work (on a 24/7 basis, no less). A popular application of these tools is to leverage them to service basic customer questions or needs. This is a fantastic and preferred solution for basic questions and inquiries. However, research shows when a customer is truly dissatisfied or upset with their experience, their preferred channel for resolution is to connect with a human[4], presumably because a human can actively listen to their problem, empathize, and find the fastest path to the best solution. At least at present, even if a robot employs affective computing[5] techniques, humans do not yet believe a chatbot can fundamentally understand or relate to human problems, so escalated service issues are still best handled by flesh and bones, and EQ.
  2. Designing Loveable Cognitive Experiences
    1. Humans of today are impatient. We are an instant gratification culture and our digital prowess and global access make us pretty intolerant of less than ideal experiences. In the world of adopting cognitive technologies, like a chatbot, we are no more patient. In fact, when a bot doesn’t do what we expect it to, we generally give up on the thing within 1-3 attempts. Similarly, about 80-90% of downloaded apps are deleted after one engagement[6]. This is the case for applying experience design to the development, build and deployment of cognitive tools. It is only through subjective, qualitative human insights that experiences can be enhanced from functional to delightful, from perfunctory to memorable. Connecting with humans to collect such valuable data is a human activity, requiring the ability to be curious, creative and contextually aware.
  3. Securing Human Trust
    1. Lastly, humans are not rational beings. Even when given research and facts that tell us a right answer—we will “go with our gut” or ignore logical conclusions and make emotion-based decisions (even when we think we are being logical)[7]. The same will be true for technology—especially in high stakes scenarios. I do not care how fool proof a medical algorithm is—if it says that my child is unlikely to live through, say a cancer diagnosis—I absolutely do not care how fact-based or research backed that algorithm is. I would never give up on faith and hope that my daughter could beat the computer, and I would expect medical staff to act the same. When the stakes are high, even when machines are more reliably right, humans are not likely to believe them, even though logically they are more reliable (which is not to say without a margin of error). So, if you want to deploy cognitive tools in a space such as hiring, where there are sensitivities around hiring bias and diversity, it will still be expected that somewhere in the process, a human is validating or quality checking the decisions of the tools, with an increasing demand for what is known as “Explainable AI.”[8]

So the good news is, there is still plenty of work for humans to do. The opportunity is, as you surely know, the existing lack of awareness and strong skill base among the workplace regarding core Emotional Intelligence Competencies—skills that were valuable ten years ago, but are imperative for the next ten years.

[1] https://www.weforum.org/agenda/2017/02/employers-are-going-soft-the-skills-companies-are-looking-for

[2] https://medium.com/musings-of-a-writer/social-media-the-death-of-real-world-interaction-5e2f33cfd8ee

[3] http://www.nytimes.com/2010/05/02/fashion/02BEST.html

[4] https://pr.liveperson.com/index.php?s=43&item=496

[5] https://en.wikipedia.org/wiki/Affective_computing

[6] https://www.digitaltrends.com/mobile/16-percent-of-mobile-userstry-out-a-buggy-app-more-than-twice/

[7] http://bigthink.com/experts-corner/decisions-are-emotional-not-logical-the-neuroscience-behind-decision-making

[8] https://en.wikipedia.org/wiki/Explainable_Artificial_Intelligence

 

The New Workplace: Where Meaning And Purpose Are More Important Than Ever

Article contributed by guest author Renelle Darr.

(Published in Forbes [September 2017]:  https://www.forbes.com/sites/forbescoachescouncil/2017/09/13/the-new-workplace-where-meaning-and-purpose-are-more-important-than-ever/#42e3c21f5a46)

 

More than ever, people are wanting more out of work than money. They want more meaning and more purpose. They want to be to be able to see how their contribution to the workplace makes a difference. Purpose and meaning is a two-way street where an employee is encouraged to bring their full set of values and strengths to work and, in turn, the organization supports the employee in using those values and strengths in service of its mission. For that reason, it is not only social enterprises that can provide purpose for employees, or that should. Research has found that employees who derive meaning and significance from their work are much more likely to stay with their organizations.

In order to shift our work environment to one that has more meaning, there are some pivotal employee essentials that must be accounted for by employers to enable such a transformation. In my 20 years of consulting on organizational strategy, I have observed what happens when these conditions are in place and the ramifications and limitations when they aren’t, which helped to develop the following framework.

Imagine a pyramid: The first element is a foundational requirement for the item above it. From the bottom up, wellness, emotional intelligence, conscious leadership and transformed cultures build toward the creation of an employee who gets more from their work than simply a salary — a sense of meaning and purpose.

Wellness

Many organizations have embraced wellness in some way, whether partnering with their health insurance carriers and offering employee wellness programs or providing pedometers that monitor daily steps. Other more advanced organizations are offering meditation, yoga and access to nutritionists and personal trainers. Health and wellness are basic essentials needed to bring our full selves to work. It fuels the energy to be our best and to continuously improve.

Emotional Intelligence

Emotional intelligence (EQ) is defined as a set of behaviors that enable “your ability to recognize and understand emotions in yourself and others, and your ability to use this awareness to manage your behavior and relationships.” It is nearly impossible to improve our emotional intelligence without wellness (adequate sleep, exercise and nutrition, etc). Emotional Intelligence 2.0 co-author Travis Bradberry found that emotional intelligence skills account for 58% of performance in all job types and that 90% of high performers also exhibit high emotional intelligence.

The most important aspect of EQ is self-awareness. Awareness of self (emotional self-awareness, accurate self-knowledge and personal power) is the launching point for individual transformation. Awareness holds the key to success in aspects of managing relationships such as building trust, visionary leadership, innovation, teamwork and many more. Self-aware leaders understand their triggers, their strengths and their weaknesses, which allows them to navigate many complex situations and more easily grow and develop themselves. It is cultivated through mindfulness, learning and intentional self-discovery (such as personality assessments). We must truly know ourselves and our own purpose before we can lead others and the organization with purpose.

Conscious Leadership

Highly self-aware, emotionally intelligent leaders are then able to make a shift to conscious leadership. Consciousness and competence move together: As leaders become more conscious on the inside, their outer competence grows to enable them to navigate complexity, make better strategic decisions and deepen professional relationships. They are able to move from operating in a more reactive state where decision-making is not shared and obedience is required to sharing authority and operating from a place of inner purpose where their values, talents and strengths are guiding the contributions they make to an organization.

This type of leadership is required to create lean, innovative, visionary, agile, high-fulfillment organizations and cultures. Leadership is shared: The leader takes responsibility for crafting the vision, involving others in the vision and helping them connect how it enables each teammate to fulfill their personal purposes collectively. The culture consulting work I engage in is always most successful when preceded by work that helps ensure the executive team is self-aware and operating at a more conscious level.

Transformed Cultures

Humans who embrace wellness, emotional intelligence and conscious growth become leaders and employees capable of working in new ways. Conscious leaders are able to look at the strategy and processes within an organization and begin shifting them by flattening hierarchies and empowering people to bring all of their gifts, talents and values to work. Conscious leaders are able to construct work as a place to truly grow and develop. It is these types of cultures where employees not only find meaning at work but produce extraordinary results.

The Way Of The Future

Recently, I facilitated a board and executive team strategy retreat for an organization where I’d been coaching and consulting the executive team for almost a year around emotional intelligence and conscious leadership. The quality of connection, strategic discussion and new possibilities that emerged were truly transformational.

Of pioneering organizations who have made such shifts, Frederick Laloux wrote, “They show how we can deal with the complexity of our times in wholly new ways, and how work can become a place of personal fulfillment and growth. And they make today’s organizations look painfully outdated.” Many organizations spend little time in onboarding on the company culture and relational training for new employees. Many organizations still have large top-down hierarchies which prevent employees lower in the hierarchy from making decisions they know the most about since they are closest to the work. And many organizations still do not provide meaningful development for employees. These current processes get in the way of purpose. In 50 years we may shake our heads that we ever actually ran organizations this way.

Where does your organization fall within the pyramid? How will you make these shifts in order to be part of the changing nature of work? Will yours be one of the organizations people shake their heads about in 50 years?

 

 

Become a certified EQ coach

Add this unique niche to your coaching expertise!

Join us in our condensed course and receive certification in two weeks, finishing up before the hectic holiday season begins! Take the Social + Emotional Intelligence Certification program we offer for coaches and HR professionals and earn 12 CCEUs, 12 HRCI recertification credits, or 12 PDCs from SHRM. This course is conveniently delivered online by webinar, so there’s no need for expensive travel or time out of the office. Classes meet three times a week for two weeks. Each 2-hour class is action-packed, highly interactive, with a variety of case studies discussed. Class participants report they learn a great deal from their colleagues in the classes, as well as from their expert instructor.Our full 2-week, 12 hour course is priced at $1,799 and includes:

  • Our course workbook (”toolkit”) with 200+ pages of worksheets, exercises and other tools you can use to bring social and emotional intelligence training and coaching into your practice
  • Customizable PowerPoint presentation
  • Certification to administer both the self and 360-versions of The Social + Emotional Intelligence Profile-Self (SEIP)®, the most comprehensive, statistically-reliable, scientifically-validated instrument on the market today. This includes the Work, Adult and Youth Editions. Read More
  • 12 recertification credits from the ICF, HRCI, or SHRM
  • 10 free Self-SEIP® credits (a $750 value!)

Classes are kept small and availability is limited, so register today!

This class meets 6 times and the sessions will be recorded in case you need to miss a class.

 

Who’s the problem?

Article contributed by Amy Sargent

Think of all the negative issues that can arise in a typical workplace.  A peer takes credit for your work. Your manager has an over-inflated ego. Your subordinates don’t work as hard as you. Your boss can’t control his temper.  A colleague drops the ball.  A customer backs out of a contract. No one notices when you go above and beyond.  You don’t get enough vacation time. You’re underpaid, overworked, and understaffed…to name a few. If you’re like most of us, you’re quick to point the finger at the culprit, and most often that finger is pointing away. But what if you — we — are the source of our frustrations?

“Think about how different your work environment would look if everyone understood and embraced ultimate responsibility.” — David Naylor, EVP of 2logical

Emotional intelligence is the ability to be aware of our own emotions and those of others, in the moment, and manage our behavior appropriately. It’s not about getting others to behave better.  It’s about learning how to  recognize our emotions and manage OUR OWN actions in a way that most benefits the situation at hand.  But how often do you see people focusing on their own behavior?  It’s so much easier to bad mouth or lay the blame on those around us when things aren’t going so well.

In this terrific article by David Naylor below, we’re called to view our conflict in life with a different lens. Have a read!

https://www.forbes.com/sites/forbescoachescouncil/2017/05/17/if-theres-a-problem-youre-the-problem/#5f182eff668b

Taking Leadership To Heart – Success Stories

Article contributed by guest author Dawn Cook.

From Dawn’s blog at DaybreakEQ.com…

This month’s featured leader in the Taking Leadership to Heart series is Eric Adams, Senior Manager -Business Operations for Verizon Wireless.  As we look at his leadership style, you will see there are some commonalities with the others leaders who employ emotional intelligence – the first of which is transparency.  When I asked Eric about emotional intelligence, this was his response.

I haven’t always had emotional intelligence.  For example, when I moved to the south, I discovered people talk more slowly here.  I was impatient and anxious for them to get to the point.  I would interrupt and look at my phone with impatience.  Then I took an emotional intelligence class and had an aha moment. I quickly realized that was not the way to do business here and that I needed to listen with an open mind.  You must also assume the other person is not going to change which means you must adapt.  I also cue into others’ nonverbals and tone.  Body language tells you a lot.  It helps you recognize others emotions.

Adaptability is a key emotional intelligence skill and without it we become irrelevant (think ‘Who Moved My Cheese’) or at the very least we appear obstinate.  Adapting your style to the environment means using your social awareness to recognize you aren’t connecting the dots, using your selfawareness to see how you are missing the target, and using your selfmanagement to make the necessary adjustments.  Instead of letting your ego or pride rule your actions, you make full use of your brain.

Listening without judgment is part of empathetic listening – also a critical emotional intelligence skill.  So often we are driven to jump to judgment so we can apply a quick solution.  Unfortunately, that solution may solve the wrong issue, or worse yet, create a new issue.  To really be present and listen without judging requires selfawareness and selfmanagement.  We must recognize that we are making a judgment before we can suspend it.  And we have to wrestle with the emotions that support our need to be right over our desire to listen with an open mind.

Eric initiated a Behavior-Based Document which outlines how he expects his team to behave.  For example, think before you respond is a requirement for communication style, as is walking away instead of engaging in destructive conversation. This is classic impulse management and so valuable.  Taking even a moment to pause and think before reacting to a trigger enables you to get a grip on the emotion that is tempting you to react.  In that moment, you can coax your logical brain to re-engage and overrule your emotional brain which is trying to take over.  And walking away is a great strategy because it gives your emotional brain time to settle down and allows the logical brain to come back online.

Neuroscience has proven time and time again that emotions drive behavior which drives performance.  Plus, it’s well documented that an employee who feels valued is more engaged and productive than one who is not.  Eric capitalizes on these facts by making recognition a cornerstone of his leadership.  He implemented a program where he sends an email to all his customers with an organizational chart and asks them for input on his team.  He then uses that feedback as the basis for rewarding team members who are performing well.  The especially cool part of this program is that the team member who wins gets to see exactly what customers say about them – and all their colleagues see it as well.  Not only does it create a sense of pride for the winner, but a sense of appreciation from customers and colleagues as well.

Effectively managing relationship landmines is a skill most of us aspire to have, but few people do.  Eric is one of those few.  Last year Eric was promoted to a leadership position in IT over one of his peers who was up for the role.  More interesting is the fact that Eric did not have a background in IT and his peer did.  This was a delicate situation, one ripe with the possibility for animosity.  Eric’s approach was to address it head on and be transparent.  He acknowledged his peer may have some reticence or even resentment to working for Eric and assured him he understood that.  He also impressed upon his peer (now direct report) that he was there to support him, learn from him, and help him succeed.  Eric worked to help restore that team member’s confidence and he was eventually elevated back to a lead role at a similar level.

Turnover is typically an easy way to measure employee engagement, a standard success metric for many organizations.   Eric has had zero turnover on his team from people leaving because of his leadership.  However, Verizon did have a reduction in force and reorganization which resulted in losing 30% of his staff due to layoffs and promotions.  The motto was ‘do more with less’.  Eric knew it was critically important to keep a close eye on his team members to see how they were feeling.  His efforts to continually check in with them and show genuine concern about their well-being resulted in the team rallying and keeping production relatively the same.  That’s no small task!

Here is an example of how Eric builds loyalty and keeps turnover down.  A team member worked until 9 pm a few nights putting out fires.  When he learned this, he told her to go home, work from home the next day for a couple of hours and take the afternoon off so she could enjoy a long weekend.  With that gesture, Eric made it very clear to her that he cared about her as a person, not just as an employee.

Eric doesn’t just check in with his team when there are challenges; he believes that day to day conversations like ‘how was your weekend’ are the key to building a good team.  Maintaining high visibility and high accessibility are two more cornerstones of his leadership.  His door is always open and he is constantly texting, calling or IMing his people to see how they are. He serves as a sounding board.  It’s not about micromanaging either.  Eric trusts his team to do the job.  He believes in empowering them and is hands off until he needs to be hands on.  In return, they trust him completely.

His direct reports will tell you that Eric is big on personal development for his team.  He brings in guest speakers on topics like emotional intelligence and personality styles and he encourages continuing education for self-improvement.  They also feel like he supports them.  One person shared this example.

Not long after I started reporting to Eric, I was called out by the Region Vice President (Eric’s boss) for an issue in a store.  The RVP was so angry that he questioned whether it was the right move to put me in the role.  The conversation was completely demoralizing.  I went to Eric and asked him to reassure the RVP I was competent.  Eric was calm and collected as he listened to my story and said, “I did my research on this team before I took this job; no doubt you are competent.  I will call him and share responsibility for this.”  I knew in that moment that he had my back.

For fifteen years, Eric has been making a difference at Verizon Wireless.  Starting in a store and working his way up the ladder has given him great empathy for what it takes to be successful in the various roles.  Undoubtedly it has paid off for him as he continues to be promoted year after year.   His emotionally intelligent leadership is serving both him and the organization well.

Do you know a leader who uses emotional intelligence?  Drop me an email at Dawn@DayBreakEQ.com and we will get them featured in this series.

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