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Emotional Intelligence Use Cases

Discover the many different ways Emotional Intelligence can be used to improve performance and well-being.

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CASE STUDY.

Building effective leaders in aerospace at Boeing with Emotional Capital

Boeing

"Improving leaders’ emotional intelligence can make a big difference to the atmosphere at work but change will not happen overnight. Engineers and technical folk respond well to objective data, not general statements. The Emotional Capital programme took what is an academic concept and broke it down into manageable chunks of information . . . It took a technical approach in that the skills were broken down into components and explained in a way that made sense to them."

Sandra James, Senior Manager, Boeing Defence Australia

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Key solutions used

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Multiple programmes for long-term change

The first Emotional Intelligence Development programme at Boeing Australia began in 2007 and the second in 2008. 

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Accurate EQ assessment tools

The Emotional Intelligence of the leadership team was evaluated based on self-assessments via the ECR and a 360° process.

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Coaching Sessions

Face-to-face coaching sessions were facilitated by accredited coaches to assist in the integration of learning from seminars and modules and to address each individual's development opportunities.

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Group Seminars

Group seminars on the key competencies within Emotional Intelligence were carefully selected to address particular needs of the group as a whole.

Company background

With 3,000 employees in 27 locations, Boeing was experiencing significant levels of executive burnout and high turnover rates. The cost of this turnover to the business was substantial and it impacted the organisation's capabilities and culture.

Exit interviews indicated that the number one reason for staff departures was poor relationships with managers and supervisors. With competition intensifying for highly skilled people, the organisation could not afford to continue with the status quo.

Challenge

This led Boeing Australia in 2007 to engage RocheMartin to develop a comprehensive program tailored to the company’s needs. Key factors in the selection decision were a world-class reputation, significant credibility and science underpinning its approach, and a track record of effective, lasting change at blue chip organisations.

They decided to tackle the root cause of the talent attraction and retention issues by embarking on a cultural change programme, focusing specifically on revolutionising the leadership effectiveness of senior people within the organisation. The overall objective was to give the organisation a competitive advantage through superior leadership and culture.

In total, 39 senior leaders and executive team members took part which led to positive feedback and significant results.

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Exceeded expectations! Really pleased with all the supporting material and insights and it was the most valuable hour I have had in years."

Multiple programmes for long-term change

The first Emotional Intelligence Development programme at Boeing Australia began in 2007 and the second in 2008. 

The overall pattern of improvement varied across the two groups, reflecting how the Programs were tailored to suit the unique needs of each cohort of participants. The 2007 group started from a relatively weaker position and made across-the-board improvements, while 2008 focused on closing gaps in two key competencies and enhancing adequate or strong ratings in other targeted areas.

A total of 39 executives and senior leaders participated in the Programs, with 19 taking part in the 2007 program and a further 20 in 2008.

Group of business people around a table

Accurate EQ assessment tools

An evaluation of the individual Emotional Intelligence of the leadership team was done based on self-assessment and a 360 degree process involving peers, managers, and direct reports.

The 2007 Program used the Bar-On EQi instrument to assess participant competencies with regards to Emotional Intelligence, while the 2008 Program used RocheMartin’s Emotional Capital Inventory (ECi) for the same purpose. In addition, the Myers Briggs Personality Inventory was applied to both groups.

This led into a comprehensive feedback session and the identification of development opportunities.

 
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Coaching Sessions

Face-to-face coaching sessions were facilitated by accredited coaches, to assist in the integration of learning from seminars and modules and to address each individual's development opportunities.

This was essential for improving each individual's Emotional Intelligence by focussing on their unique weaknesses determined by their assessments. 

 
A smiling woman at a table

Group Seminars

Group seminars on the key competencies within Emotional Intelligence were carefully selected to address the particular needs of the group as a whole.

According to scores on the Bar-On EQi 360, the group started out on the 52nd percentile and by the end had improved to the 59th percentile - taking them from average to above-average levels.
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ECR on a tablet

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