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1. Successfully Use EQ to Identify “A-Players,” Keep Them and Achieve Personal Excellence Eli University – March 2010 “ There are no secrets to success. It is the result of preparation, hard work, and learning from failure.” -- General Colin Powell Retired 4 Star General
10. Boost Your EQ for a Happier More Successful Life “ Excellence is an art won by training and habituation. We are what we repeatedly do. Excellence, then, is not an act, but a habit” -- Aristotle
11. Remember: EVERY decision is triggered by an Event and made based on an emotional response
15. Fill Your Vacant Seats on the Bus with “A Players” Every Time “ If a man is called to be a street sweeper, he should sweep streets even as Michelangelo painted, or Beethoven composed music, or Shakespeare wrote poetry. He should sweep streets so well that all the hosts of heaven and earth will pause to say, here lived a great street sweeper who did his job well.” -- Martin Luther King, Jr., (1929-1968)
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22. Harnessing EQ to Keep Your “A Players” Starts With You “ You don’t lead by hitting people over the head – that’s assault, not leadership.” Dwight D. Eisenhower 34 th President of the United States
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25. Employee Engagement Questions: Responses: 1. Strongly disagree; 2. Disagree; 3. Neither Agree or Disagree; 4. agree; 5. Strongly Agree. Question Response I know what is expected of me at work. I have the materials and equipment I need to do my work correctly. At work, I have the opportunity to do what I do best everyday In the last seven days, I have received recognition or praise for doing good work. My supervisor, or someone at work, seems to care about me. There is someone at work who encourages my development. At work, my opinions seem to count. The mission/purpose of my company makes me feel my job is important. My fellow Associates are committed to doing quality work. In the last six months, someone has talked to me about my progress. This last year, I have had opportunities to learn and grow.
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28. "75% of careers are derailed for reasons related to emotional competencies, including inability to handle interpersonal problems; unsatisfactory team leadership during times of difficulty or conflict; or inability to adapt to change or elicit trust." -- The Center for Creative Leadership, 1994 “… many exceptionally intelligent leaders try to be the smartest person in the room and impose their views. They don’t get the best out of their people. Leadership is about much more than IQ, and requires you to develop yourself through the mosaic of all your experiences.” -- Dick Kovacevich, Retired Chairman of the Board - Wells Fargo
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