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Archive for month: January, 2015

Emotionally Intelligent (EI) Leadership Part 2

Emotionally Intelligent (EI) Leadership Part 2

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Companies that consistently beat the market excel in both dimensions of capability and capacity. However, most organizations excel in capability (process, technical skill, systems), but are weak in terms of capacity (purpose, leadership, cultures, ideas, energy). EI sits firmly in the capacity camp and is often overlooked in favor of building capability through skills development.

In fact, research suggests that EI is twice as important as technical skills and IQ in maintaining excellent performance and can be the defining factor of great leaders. This is why EI is still relevant after 17 years – at a time when it’s all about ‘more for less’ with training budgets cut and time at a premium – developing EI is crucial and pays dividends in terms of ROI. Organizations are increasingly seeking to improve leadership performance and shape leadership style by developing EI.

Emotional IntelligenceGlobal pharmaceutical, Sanofi, has developed a program for emerging leaders, which is founded in EI. EI profiling was used to ensure the program cohort contained individuals with the capacity to become strong leaders, and became a fundamental thread throughout the program as an indicator of high performance.

Building and accelerating EI resulted in heightened self-awareness and an ability to create high-performing teams. At the end of the program, shifts in key EI criteria included: an increase in self awareness of 50 per cent; 60 per cent saw a positive shift in ‘awareness of others’ score; and 60 per cent experienced an improvement in emotional resilience. Deborah Holmes, Head of People Development at Sanofi commented: “Participants demonstrated substantial shifts in leadership capacity, EI and in the scope and scale of their roles and responsibilities. They found that the EI assessment enabled them to develop a greater understanding of themselves and others, empowering them to approach commercial challenges differently.”

Relationships are the fundamental unit of value creation in an organization: it’s not about people, it’s the relationships between them that matters. Developing EI leaders allows them to build a combination of skills, attitudes and habits to better manage business relationships. This is achieved through an individual’s ability to recognize and regulate emotions in themselves and others, and to use this understanding to manage thinking and behaviors.

When emotional and relational capacity is developed, leaders build a common ground and trust within their teams because effective leaders have a high belief in others and get the best out of people through forming close bonds. Ultimately this means leaders are better able to succeed in an increasingly high-pressure environment.

Therefore, leaders need a high EI quotient to be successful, and the good news is, that these can be developed with training.  For those of us who witness excellent leaders in action, we know now that the evasive quality that they are demonstrating to their organization is a high Emotional Intelligence Quotient.  Training in handling change, working in a team and interpersonal skills can help to increase your Leadership EI.

Contact BBD today to discuss your EI training needs. Give us a call at (612) 227-8922

Emotionally Intelligent Leadership

Emotionally Intelligent Leadership

Social Emotional Capacity is perhaps as much a determinant of leadership success as intelligence. On the negative side, research has shown that one’s ability to endure long periods of conflict is a major determinant in their success at work; stresses of work can create havoc to one’s self-esteem and sense of wholeness.

On the other side, the ability to maintain an optimistic approach is highly valued in leaders.

There is strong evidence that self-awareness of one’s inner reaction to challenging conditions leads to an increased ability to manage one’s response.

EQ-lgAchieving excellence as a leader is all about that rare combination of hard logic coupled with excellent soft skills, and the ability to balance these appropriately in any situation to achieve high performance.

According to research in the area of Emotional Intelligence, when ‘star’ performing leaders were compared with average ones, nearly 90 per cent of the difference was attributable to emotional intelligence (EI) factors rather than cognitive abilities.

Although the concept of EI has been around since the 1920s, it was Daniel Goleman who shone a spotlight on it in his book Emotional Intelligence: Why it can matter more than IQ. In his book, Goleman identifies five crucial skills of EI, which present a completely different definition of what it means to be smart. These are: self-awareness, managing emotions, harnessing emotions productively, reading emotions (empathy) and handling relationships.

In work he carried out at the EI Research Centre, Goleman identified that the ingredients of excellent performance was 70 percent EI and 30 per cent IQ. Covey supports this in The 7 Habits of Highly Effective People: “Research shows convincingly that EI is more important than IQ in almost every role and many times more important in leadership roles.”

Being emotionally intelligent is about managing behavior to become personally effective (self awareness) and interpersonally effective (awareness/empathy with others).

Having an awareness of how we respond to a certain situation means we can change our thinking, emotional state, behavior and attitudes.

At BBD we’re here to support leaders in both IQ and EQ.  Contact us today at

It’s Launch Time! The New Face of BBD

It’s Launch Time! The New Face of BBD

Happy 2015!

As we move into the new year, BBD has moved onto a new journey.

Since our inception 13 years ago, we’ve been passionate about helping leaders bring their vision alive. Now we are ready to do the same for BBD.

We believe there is a better way of doing business.

Leaders and Social and Public Benefit EntrepreneursWith this new way of business, we can help solve many of society’s problems by harnessing the power of business for the public good.

Over the years we found that many leaders are no longer satisfied creating returns for shareholder or traditional charitable approaches to solving society’s problems. Instead, they are looking for more meaning and more social impact.

For these people, BBD’s “On Purpose” Program for Leaders and Social and Public Benefit Entrepreneurs is the first stepping stone to a most meaningful and rewarding future.

We believe in Going Beyond the Traditional.

Social Impact

We are launching the new BBD website – where we are “People Strategy Partners” who work with authentic, mission driven leaders passionate about conscious corporate & community development.

Our goal is to develop leaders in their ability to build relationships, align partnerships and connect resources within and between organizations and the community.

Now we are ready to share this new direction with you!

Explore our new site and tell us what you think.

BIG BBD Announcement!

BIG BBD Announcement!

Hope you had a wonderful New Year!

At BBD, we are already jumping into 2015 with a BANG – starting with our new way of doing business as a Public Benefit Corporation. Yesterday was our kick off meeting with the press and BBD was the first to officially file with the MN Secretary of State, Mark Ritchie.

In recent years, critically urgent environmental, social, and economic problems have become top-of-mind issues for our global society. Real solutions are required to solve these pressing and ever-accelerating problems. There is a great need for our business, community, and national and world leaders to go beyond the status quo and begin using their influence to create meaningful and positive change.

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