• home
  • about
    • emotional intelligence at work
    • GradStart (graduate performance at work)
    • Jeremy Marchant
    • this website
  • how we help
    • people
    • teams
    • businesses
    • other organisations
  • what’s the problem?
  • blog and diversions
    • Jeremy Marchant’s blog
    • newsletters
    • quotations
    • music
    • diverting videos
  • contact
emotional intelligence at work
jeremy@emotionalintelligenceatwork.com | 01453 764 615
Intelligence at Work Linkedin Link Intelligence at Work Twitter Link Intelligence at Work Youtube Link
  • essential
    • relationships at work
    • leadership
    • communication
    • emotional intelligence
  • people
    • leadership
    • personal growth
    • managing people
    • successful teams
    • conflict resolution
    • employability
  • business
    • networking and advocacy
    • business growth and change
    • customer service
    • employability
  • stories
    • work stories
    • more stories
  • short pieces
  • long reads
  • videos
    • Jeremy Marchant’s videos
    • Jeremy Marchant’s videos
    • emotionally intelligent videos

Benefits of the emotional intelligence at work approach

 

EIW master icon 40mm 1

We don’t really talk about benefits.  For us, the key subject is how businesses and other organisations are going to resolve their problems and issues.  There are inevitably benefits, or beneficial outcomes, as a result.

emotional intelligence at work is committed to facilitating change in our work with clients – not just teaching people techniques they might apply at some point in the future if they feel like it and can remember what we said.  The best way of doing this is to facilitate the people in a team working together by having better work relationships and operating in a better structured organisation. As a consequence, team members:

  • are more productive: delivering more with the same resources, or the same with fewer
  • produce higher quality deliverables: crucial for all businesses (and other organisations like the NHS) needing to preserve a reputation for good customer service
  • are happier and more fulfilled, resulting in lower absenteeism through stress and other reasons
  • by learning from the materials we teach, team members are more flexible, enabling them to be more responsive and able to deal with a wider range of demands.

For the business itself, it is likely to have:

  • clear, verified, objectives for the business
  • a strategy and a plan to enable the business to reach those objectives
  • confidence that the plan is workable and the business is ‘on the right tracks’
  • a business which conforms to the values and priorities of the people who comprise it
  • an understanding of the functional areas of the business and how they interrelate
  • a business which provides the right work/life balance for its people.

Further outcomes of our work in general are:

  • a more successful business—however you define success
  • improvement in people’s skills and techniques throughout the business thereby improving business performance
  • a provably more efficient business which must be more profitable than a less efficient business, all other things being equal. (Various benchmarks can be used to demonstrate efficiency, including time spent on management and administrative tasks, level of mistakes made and detected internally, level of mistakes made and pointed out by clients, staff discontent and absence.)
  • the ability to pass on skills and techniques learnt to others in the business
  • less stress—more ease
  • Insight and understanding with which to handle difficulties in interpersonal relationships within the business and between the business and others
  • an ability to positively do better, because of excellence in personal development and relationship skills
  • happier, more fulfilled people.

And it’s worth pointing out that the effects of our intervention extend beyond the business and that coaching and mentoring can be ‘perks’ for staff which will help them in their lives as a whole.

by Jeremy Marchant . © 2013 Jeremy Marchant Limited . uploaded 17 april 2013

Further reading

  • A few conkersA few conkers
  • Seventy six trombonesSeventy six trombones
  • Back to workBack to work
  • What is emotional intelligence?What is emotional intelligence?
  • How the scarcity model affects businessHow the scarcity model affects business
  • Howzat!Howzat!
  • Keeping timeKeeping time
  • Working with emotional intelligence at workWorking with emotional intelligence at work
  • What to do to stop projects failingWhat to do to stop projects failing
  • A feline take on existentialismA feline take on existentialism