1. Copyright 2005-Bink Inc.

2. Copyright 2005-Bink Inc Emotional Intelligence The Number One Predictor of Success Northeast Supply Chain Conference September 20, 2005

3. Copyright 2005-Bink Inc. Questions Why hire for Emotional Intelligence? What does EI look like? How do you discover EI in an interview?

4. Copyright 2005-Bink Inc. The Seven Deadly Hiring Sins  No prep – not really looking for anything  No coordination – multiple random interviews  Asking the wrong questions  Talking instead of listening  Hiring yourself (same type)  Hiring your “granfalloons” A proud and meaningless association of human beings Eagles, golfers, basketball fans  Looking for the wrong stuff The worst sin Harvard schmarvard (The brain trap) Falling in love with experience

5. Copyright 2005-Bink Inc. So what should we look for?

6. Copyright 2005-Bink Inc.

7. Goleman’s first EI study EI predicts 90% of success 181 positions in 121 companies worldwide Only one non-EI trait predicted success Pattern recognition No other technical or analytical trait was predictive For scientists and engineers, analytical thinking ranks third in importance

8. Copyright 2005-Bink Inc. A sampling of other EI studies Center for Creative Leadership “Deficits in emotional competence are the primary cause for executive “derailments” Egon Zehnder (515 executives) EI predicts success far more than IQ or relevant experience Hay/McBer study of IBM hires Computer sales reps hired on EI basis 90% more likely to successfully complete their training than those hired on IQ or experience Multi-national consulting firm High EI consultants delivered $1.2 million more profit per account

9. Copyright 2005-Bink Inc. “Things go better” with EI Large beverage firm 50% of division presidents out in 2 years for poor performance Shifted to EI hiring 6% out in 2 years 87% performed in top third Beat targets by 15-20% Others under-performed by 20%

10. Copyright 2005-Bink Inc. Value of Emotional Intelligence Job ComplexityImpact of EI Low (Clerks, machine operators) High EI 3 times more productive than low EI Source: Hay/McBer Study Medium (Sales clerks, mechanics) High EI 12 times more productive than low EI High (Doctors, consultants) High EI 127 times more productive than low EI

11. Copyright 2005-Bink Inc. Hiring formulas IQ + Experience = Risk IQ + Experience + Talent + EI = A+ EI > (Talent + Experience + IQ) X2

12. Copyright 2005-Bink Inc. Why hire for EI?

13. Copyright 2005-Bink Inc. What does EI look like?

14. Copyright 2005-Bink Inc. Acknowledgement The EI model and competencies are the work of Daniel Goleman, Rick Boyartis, and The Hay Group

15. Copyright 2005-Bink Inc. So what does Emotional Intelligence look like? Personal Competence Social Competence Awareness Actions Source: Daniel Goleman & Hay Group Self-Awareness Knowing one’s internal states, preferences, resources, and intuitions Self-Management Managing one’s internal states, impulses, and resources Social Awareness Awareness of others feelings, needs or concerns Relationship Management Adeptness at inducing desirable responses in others

16. Copyright 2005-Bink Inc. Let’s Go Deeper (From 4 to 18)

17. Copyright 2005-Bink Inc. Emotional Competence Framework Personal Competence Social Competence Awareness Actions Source: Daniel Goleman & Hay Group Self-Awareness Self-Confidence Accurate Self-Assessment Emotional Self-Awareness

18. Copyright 2005-Bink Inc. Self-Awareness definitions Self-Awareness Knowing one’s internal states, preferences, resources, and intuitions Self-Confidence A strong sense of one’s self-worth and capabilities Accurate Self-Assessment Knowing one’s strengths and limits Emotional Self-Awareness Recognizing one’s emotions and their effects

19. Copyright 2005-Bink Inc. Emotional Competence Framework Personal Competence Social Competence Awareness Actions Source: Daniel Goleman & Hay Group Self-Awareness Self-Confidence Accurate Self-Assessment Emotional Self-Awareness Self-Management Emotional Self-Control

20. Copyright 2005-Bink Inc. The Stanford Marshmallow Experiment

21. Copyright 2005-Bink Inc. Emotional Competence Framework Personal Competence Social Competence Awareness Actions Source: Daniel Goleman & Hay Group Self-Awareness Self-Confidence Accurate Self-Assessment Emotional Self-Awareness Self-Management Emotional Self-Control Transparency or Adaptability Achievement or Initiative or Optimism

22. Copyright 2005-Bink Inc. Self-Management definitions Self-Management Managing one’s internal states, impulses, and resources Emotional self-control (mandatory) Keeping disruptive emotions and impulses in check Transparency Maintaining standards of honesty and integrity Adaptability Flexibility in handling change Achievement Striving to improve or meet a standard of excellence Initiative Readiness to act on opportunities Optimism Persistence in pursuing goals despite obstacles and setbacks

23. Copyright 2005-Bink Inc. Emotional Competence Framework Personal Competence Social Competence Awareness Actions Source: Daniel Goleman & Hay Group Self-Awareness Self-Confidence Accurate Self-Assessment Emotional Self-Awareness Self-Management Emotional Self-Control Transparency or Adaptability Achievement or Initiative or Optimism Social Awareness Empathy Organizational Awareness or Service Orientation

24. Copyright 2005-Bink Inc. Social Awareness definitions Social Awareness Awareness of others feelings, needs or concerns Empathy (mandatory) Sensing others’ feelings and perspectives, and taking an active interest in their concerns Organizational Awareness Reading a group’s emotional currents and power relationships Service Orientation Anticipating, recognizing, and meeting customers’ needs

25. Copyright 2005-Bink Inc. Emotional Competence Framework Personal Competence Social Competence Awareness Actions Source: Daniel Goleman & Hay Group Self-Awareness Self-Confidence Accurate Self-Assessment Emotional Self-Awareness Self-Management Emotional Self-Control Transparency or Adaptability Achievement or Initiative or Optimism Social Awareness Empathy Organizational Awareness or Service Orientation Relationship Management Influence Developing Others or Inspirational Leadership or Change Catalyst Conflict Management or Teamwork & Collaboration

26. Copyright 2005-Bink Inc. Relationship Management definitions Relationship Management Adeptness at inducing desirable responses in others Influence (mandatory) Having impact on others Developing Others Sensing others’ development needs and bolstering their abilities Inspirational Leadership Inspiring and guiding individuals and groups Change Catalyst Initiating or managing change Conflict Management Negotiating and resolving disagreements Teamwork & Collaboration Working with others towards shared goals

27. Copyright 2005-Bink Inc. Emotional Competence Framework Personal Competence Social Competence Awareness Actions Source: Daniel Goleman & Hay Group Self-Awareness Self-Confidence Accurate Self-Assessment Emotional Self-Awareness Self-Management Emotional Self-Control Transparency or Adaptability Achievement or Initiative or Optimism Social Awareness Empathy Organizational Awareness or Service Orientation Relationship Management Influence Developing Others or Inspirational Leadership or Change Catalyst Conflict Management or Teamwork & Collaboration

28. Copyright 2005-Bink Inc. What does EI look like? Four areas Self-Awareness Self-Management Social Awareness Relationship Management 18 specific competencies

29. Copyright 2005-Bink Inc. How do you discover EI in an interview?

30. Copyright 2005-Bink Inc. Two words about research  Respondent research Way too much marketing research You ask about explicit subject that interests you They think They respond Predicts??

31. Copyright 2005-Bink Inc. Two words about research  Operant research Subject does not know what is wanted You ask open question and listen for what interests you Predicts???

32. Copyright 2005-Bink Inc. So how do we discover this stuff? By asking the right questions Poor questions Telegraph questions ____ is very important to us. Tell me about how you have ______ Any question that doesn’t require specific examples in the answer (always probe) Yes or no questions

33. Copyright 2005-Bink Inc. Great interviewing in 2 steps Step One Ask a great, open-ended question Step Two Use these babies

34. Copyright 2005-Bink Inc. A few of 44 questions  When and how did you discover your strengths and weaknesses?  How are you similar to each of your parents? How are you different?  If you had only one word to describe yourself, what would it be? Why is that your word?  What has been the highest pressure situation you’ve faced in recent years? How did you cope with it?  Tell me how you worked with someone you found to be difficult?  What do different team members need from you in your job? How do you do on those things?  What skills do you think the manager of the future will need?  Tell me how you handled a situation in which you had a major disagreement with someone?  What do you do when you know someone has a problem with you?

35. Copyright 2005-Bink Inc. Embrace a certain level of incompetence

36. Copyright 2005-Bink Inc. “Hell, the fall will kill you!”

37. Copyright 2005-Bink Inc. Building an Interview Brief What is it?  An agreed upon set of competencies you are looking for  A set of questions you want to use

38. Copyright 2005-Bink Inc. Emotional Competence Framework Personal Competence Social Competence Awareness Actions Source: Daniel Goleman & Hay Group Self-Awareness Self-Confidence Accurate Self-Assessment Emotional Self-Awareness Self-Management Emotional Self-Control Transparency or Adaptability Achievement or Initiative or Optimism Social Awareness Empathy Organizational Awareness or Service Orientation Relationship Management Influence Developing Others or Inspirational Leadership or Change Catalyst Conflict Management or Teamwork & Collaboration

39. Copyright 2005-Bink Inc. A better interview process

40. Copyright 2005-Bink Inc. Brain Structure

41. Copyright 2005-Bink Inc. Beware of your brain

42. Copyright 2005-Bink Inc. A better interview process Build a brief for the hire Hiring group is responsible Not HR Circulate the brief to all interviewers Identify interview “experts” for your department Heart of the process 4 45-60 minute EI interviews Feedback reports to HR by end of business

43. Copyright 2005-Bink Inc. Open Question interview Warm up question Work history question Job performance question Set of specific questions chosen to elicit emotional competencies Invite their questions

44. Copyright 2005-Bink Inc. Remember EI > (Brains + Experience + Talent) x 2 Learn the 18 competencies Discover EI in others with the right questions

45. Copyright 2005-Bink Inc.