Blind spots are the primary cause of relationship conflicts, poor decisions and bad behavior. Emotionally intelligent people learn to have fewer blind spots and higher self-awareness.
The more self-aware we are, the less blind spots we have. According to organizational psychologist Tasha Eurich, “95% of people think they’re self-aware, but only 10-15% actually are.”
BlindSpots Leadership Development programs and systems are designed by blind spots expert, Kevin McCarthy. They are fresh, relevant and unique and are based on proven, scientific research in the fields of Emotional Intelligence, Self-awareness, DISC, and Unconscious Bias.
It is becoming more and more obvious that when leaders and employees have high emotional intelligence, greater self and others awareness and are more inclusive, the organizations for which they work are more profitable.
This excerpt from Harvard Extension School article demonstrates that Emotional Intelligence is a key differentiator in the workplace.
The ability to be an emotionally intelligent leader is based on 19 competencies in four areas: self-awareness, self-management, social awareness, and relationship management.
The core of high EI is self-awareness: if you don't understand your own motivations and behaviors, it's nearly impossible to develop an understanding of others. A lack of self-awareness can also thwart your ability to think rationally and apply technical capabilities...
In fact, emotional intelligence—the ability to, for instance, understand your effect on others and manage yourself accordingly—accounts for nearly 90 percent of what moves people up the ladder when IQ and technical skills are roughly similar (see "What Makes a Leader" in the Harvard Business Review, January 2004).
Research has also demonstrated that emotional intelligence has a strong impact on organizational performance. Sanofi, the French pharmaceutical company, focused on the emotional intelligence skills of its sales force, which boosted annual performance by 12 percent (see the research by S. Jennings and B.R. Palmer in “Sales Performance Through Emotional Intelligence Development,” Organizations and People, 2007). After Motorola provided EI training for staff in a manufacturing plant, the productivity of more than 90 percent of those trained went up (Bruce Cryer, Rollin McCraty, and Doc Childre: “Pull the Plug on Stress,” Harvard Business Review, July 2003).
Emotional intelligence increases corporate performance for a number of reasons. But perhaps the most important is the ability of managers and leaders to inspire discretionary effort—the extent to which employees and team members go above and beyond the call of duty.
This excerpt from a Fast Company article further explains...
The Carnegie Institute of Technology carried out research that showed that 85% of our financial success was due to skills in “human engineering”, personality, and ability to communicate, negotiate, and lead. They found that only 15% was due to technical ability. In other words people skills or skills highly related to emotional intelligence were crucial skills...
For example, a study by McClelland in 1999 showed that after supervisors in a manufacturing plant received training in emotional competencies such as how to listen better, lost-time accidents decreased by 50% and grievances went down from 15 per year to three. The plant itself exceeded productivity goals by $250,000.
This excerpt from a Forbes article demonstrates that diverse organizations tend to be more profitable organizations.
According to McKinsey's Delivering Through Diversity report, "Gender, ethnic, and cultural diversity, particularly within executive teams, continue to be correlated to financial performance across multiple countries worldwide." Yet, they also show a continued neglect of diversity across organizations.
The report also showed companies with the most ethnically diverse executive teams are 33% more profitable. A Catalyst study found that companies with more women in executive positions have a 34% higher return to shareholders than those that do not. What’s more, companies with the most women directors have a 26% higher return on invested capital than those with the least. And 37% of surveyed employees believe that gender diversity means better business results.
These studies and countless others show that with the myriad business benefits from diversity -- better innovative drive, creativity, recruitment and retainment efforts, and increased market share -- business leaders must act now not just to diversify their organizations but to minimize the unconscious biases still so pervasive.
Business News Daily summarizes:
Like other personality or behavior-assessment tools, DiSC works by helping you become more self-aware. This will help you recognize and acknowledge the strengths and shortcomings of not only yourself, but your team.
"Assessment tools ... can indicate whether the group is likely to bond or fracture by examining qualities that predict both success and failure," Tomas Chamorro-Premuzic and Dave Winsborough wrote in a 2015 Harvard Business Review article. "For example, we know that teams with members who are open-minded and emotionally intelligent leverage conflict to improve performance, whereas neurotic and closed-minded teams fall apart in the face of disagreement."
Chamorro-Premuzic and Winsborough also noted that teams perform better when their members share values, and assessment tools can help identify the values that are expressed through your everyday behavior.
"Teams whose values cohere identify more strongly as a group and display greater levels of innovation," the authors wrote. "Because values are a guide for behavioral choices, group members who share similar values are more likely to agree about group actions, and vice versa."
Harvard Business Reviews reports:
You can put world-class talent together on a team, and it may still fail to perform as a cohesive unit. In fact, the only way to create a team that’s worth more than the sum of its individual contributors is to select members on the basis of personality, soft skills, and values.
To that end, a number of organizations are using personality profiling to build their teams. For example, Edmunds, a sort of TripAdvisor for cars, uses personality tests to identify the most promising candidates for its executive team. Buffer, a social media firm, uses them to create virtual teams and pilot novel organizational structures that eschew managers and formal roles. The New Zealand Army, which of course does have formal roles, molds teams based on personality for its outdoor development races through the mountains.
The science behind personality assessment has advanced well beyond the Myers-Briggs, a relatively poor and discredited psychological tool. Rigorous assessment tools reliably predict real-world behaviors and desirable business outcomes. Although many tools exist, they fall into three basic categories, because they evaluate three core elements of your personality: the bright side (how you behave when you are at your best), the dark side (how you behave when you are stressed or under pressure), and the inside (your needs, motives and preferences).
Importantly, assessment tools can be used to profile not just individual team members but also entire groups — and they can indicate whether the group is likely to bond or fracture by examining qualities that predict both success and failure. For example, we know that teams with members who are open minded and emotionally intelligent leverage conflict to improve performance, whereas neurotic and closed-minded teams fall apart in the face of disagreement. A well-known example is the disintegration of the French national football team at the 2010 World Cup.
The best organizational cultures are comprised of people who are self-aware. Smart leaders invest in their people. Do you have blind spots in your organization? Most leaders would agree they don't know what they don't know. We can help. Give us a call today.
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