Many managers perform well against
the ‘what has been achieved’ measures and achieve
considerable personal and organisational success.
These same managers may never have performed as well against the ‘how was it
achieved’ measures and whilst they may never have been
terribly good at building effective working
relationships they have nevertheless delivered the
desired business outcomes.
So we might think that it is enough
to have excellent cognitive and/or technical
competencies as all that matters is that the job gets
done and that the outcomes are good enough.
Rather, what is now increasingly
supported by decades of excellent research is that it is
the human realties of working relationships and the
emotional competencies of managers and executives that
distinguishes the performers that will continue to make
a highly valued contribution to the growth of the
organization from those who start to derail and fail to
adapt to an increasingly changing and challenging
workplace environment.
That means it is the managers who
do well on developing their personal qualities such as
initiative, empathy, adaptability and persuasiveness
that will become outstanding performers.
For more information on the
EI training and awareness sessions we offer, please
click here.
Many managers perform well against
the ‘what has been achieved’ measures and achieve
considerable personal and organisational success.
Rather, what is now increasingly
supported by decades of excellent research is that it is
the human realties of working relationships and the
emotional competencies of managers and executives that
distinguishes the performers that will continue to make
a highly valued contribution to the growth of the
organization from those who start to derail and fail to
adapt to an increasingly changing and challenging
workplace environment. 
