salespeople. Once again, emotional intelligence proved to be a highly reliable predictor of performance leading to the conclusion that salespeople who are positive, happy, and who perceive the “best” in situations combined with low levels of anger, negativity and the like will obtain the highest performance levels. 37
The Sheraton Studio City in Orlando engaged in a year-long project to improve guest satisfaction, sales, and employee morale and collaboration. After conducting an employee climate survey, an outside consultant pinpointed three "hotspot" areas for improvement and engaged in a series of short training sessions to raise awareness and improve EQ skills. The leadership team worked to create a more positive, consistent, and trust- based culture. The results included a dramatic increase in guest satisfaction and market share, and a significant reduction in turnover. 38 The results continued to improve for at least two years after the intervention.
After EQ Program @ Sheraton
25%
23.40%
20%
15%
10%
8%
5%
0%
-5%
-10%
-15%
-19.60%
-20%
After a year-long EQ development program, the Sheraton Studio City hotel experienced a dramatic increase in guest satisfaction and market share along with a significant reduction in staff turnover.
Another study examined relationships between emotional intelligence competencies and sales performance in 33 managers and sales agents employed at Bass Brewers in the UK. Participants took a self-assessment and were rated by their managers. They developed a measure of performance that was a composite of key outcomes and then compared the emotional intelligence scores to the performance ratings. Results included: • Those with higher self-ratings on emotional intelligence tended to have higher overall performance.
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White Paper The Business Case for Emotional Intelligence
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