EMOTIONAL INTELLIGENCE CASE STUDIES.

CHALLENGE

Sky was struggling to attract and retain talent and, in the face of an increasingly competitive landscape, it needed its employees to develop an innovative and growth mindset.

The goal was to help leaders to become better at influencing others and making decisions. Sky also wanted to build a culture where people felt the dedication and drive for exceptional performance in a way that was sustainable and created real value for all stakeholders.

RESULTS

25%

Increase in empathy

21%

Improvement in relationship skills

15%

Overall increase in emotional capital

CHALLENGE

Optus, a leading telecommunications organisation, required greater levels of leadership across the organisation to establish cultural change and innovation.

As part of its succession and leadership development efforts, Optus wanted to identify people that were likely to move into key leadership roles and those that needed to advance their leadership skills.

RESULTS

16%

Increase in leadership

6%

Increase in engagement

6%

Increase in customer focus

CHALLENGE

Boeing was experiencing significant levels of executive burnout and high turnover rates. The cost of this turnover to the business was substantial, impacting the organisation's capabilities and its 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.

RESULTS

• Increased levels of openness, adaptability and empathy.
• Increased flexibility which encouraged greater creativity and empowerment.
• Reduced stress.

CHALLENGE

Oracle, an international software company, recognised the need to improve the soft skills and relationship-building capabilities of its salesforce.

They believed that people buy from people they like, know and trust, and so they wanted their sales teams to better understand customer behaviours and emotional drivers. To support this, Oracle also wanted their salesforce to better understand their own emotional skills and to build stronger business relationships.

RESULTS

92%

Increase in positivity

89%

Increase in confidence

CHALLENGE

People Resources founder Deirdre Murray was first introduced to Emotional Intelligence more than 20 years ago. As her career developed and she specialised in organisational behaviour, she recognised the impact EQ could have on corporate leaders.

Initially certified with another EQ framework, she found that it was not specific to leadership and the daily challenges senior leaders face. She was searching for a user-friendly, well organised, and easy-to-follow EQ framework that offered instant credibility with both senior leaders and the HR teams of multinational organisations. RocheMartin’s Emotional Capital framework, and its suite of ECR tools, fit the bill perfectly.

RESULTS

• Our framework provided the credibility and impact needed to secure the future of People Resources.
• Using the ECR has helped them to expand at a rapid rate. 
• They have secured long-term client engagements.

CHALLENGE

Diadem Performance specialises in training and coaching middle and senior management from small to large organisations to develop their commercial soft skills. They have identified several core competencies that are crucial to success when you are developing skills in negotiation, sales, management and leadership.

However, Diadem needed a way to codify those skills and provide a measurable framework against which its clients could track their progress.

RESULTS

• Certification unlocked new sales opportunities and strengthened their market positioning.
  
• They are able to offer effective coaching and guidance to professionals at all stages of their careers.
• They joined a coaching network to share best practices and peer-to-peer advice. 

CHALLENGE

PDI needed a new tool to facilitate leadership growth and transform performance across its leadership journey modules. But its diverse client base meant that finding an appropriate tool was not straightforward. PDI had strict criteria to satisfy. First, its chosen tool had to enjoy scientific validity and global recognition. This was essential in building credibility with its clients. The chosen tool also had to be able to cascade culturally across an entire organisation and still maintain relevance in different regions in the world. PDI turned to the ECR – and hasn’t looked back.

RESULTS

• Thye secured the backing of C-suite figures and company-wide engagements.
• PDI coachees developed a confident, optimistic, and positive attitude towards learning.
• The ECR helped them to grow their business over time.