Includes turnover, HR-to-employee
ratio and more.
Metrics such as cost-per-hire and time-to-fill.
Prevalence rates of over 300 benefits.
Coverage costs including insurance premiums,
deductibles and prescription co-pay amounts.
Vacation, sick, personal and other plans.
graduate school of education who teaches leadership and
emotional intelligence and is co-author of Becoming a
Resonant Leader (Harvard Business Review Press, 2008).
McKee and fellow researchers have identifed the following four key elements of emotional intelligence:
Frequently, leaders don’t see a need to control their emotions because they’ve reached their lofty position without
doing so—and their teams are afraid to clue them in.
A 360-degree feedback process can help pinpoint problem areas. The assessment, which uses input from supervisors, colleagues and subordinates, is often eye-opening.
A more low-profle approach is to simply ask trusted
“It’s good for all leaders to get some honest feedback,”
says Cherniss, noting that some companies are requiring
executives to focus on emotional intelligence as part of
their leadership development programs.
2. Social Awareness
People without this skill don’t understand that, in social
interactions, they need to focus more on the other person
than themselves. They miss important cues because
they’re always thinking about what they will say next.
Those prompts can be particularly subtle with subordi-
nates, who often defer to authority and may be reluctant
to share what’s on their mind directly. Learning to read
nonverbal signals can provide clues about what they’re
feeling, Bradberry advises.
Ask team members from time to time how they’re feeling about a particular project, suggests Joshua Freedman,
the San Francisco-based CEO of 6 Seconds, a global non-proft researching and sharing best practices for emotional intelligence. Just the act of acknowledging their stress
can help them feel better, he says.
Once you’ve determined which areas to work on, focus on
achieving one or two goals.
“Self-management is getting your emotions to produce
the behavior you want,” Bradberry says. “Sometimes that’s
keeping yourself from doing something. Other times it’s
magnifying a productive behavior.”
Here are some tips from the experts:
Set narrow, measurable goals. It could be as simple
as giving your undivided attention to someone who
walks into your ofce or as difcult as eliminating habit-