Coaching has been a staple of the learning and development (L&D) landscape for a long time now. Few argue against its merits to enhance staff performance or help leaders coach their teams. For many, the concept of using coaching in the workplace is as much a given as using key performance indicators.
There are many different versions of emotional intelligence, along with varying definitions and attributes. In short, emotional intelligence is a combination of self-awareness and self-regulation that affects motivation, social skills and empathy.
When it comes to coaching, emotional intelligence is essential. When both parties have a high degree of self-awareness and self-regulation, communication flows smoothly, allowing coaching to be facilitated successfully. On the other hand, low emotional intelligence can serve as an inhibitor to those receiving coaching if they lack self-awareness or are highly resistant and disruptive.
The purpose of this article is to provide a framework of how emotional intelligence can be developed and used to improve coaching and coaching conversations.
Forbes Executive Council named the EQi 2.0 as one of the top assessments that every executive should take.
Once upon a time… Santa Claus went to a coaching session. Yes, you read it right. Santa Claus thought he was needing a help, especially on this time of the year when he’s full of work.
The starting point was EQ-i 2.0 (Emotional Intelligence) so that we could understand which areas were stronger and those that needed some development. It was an inspiring first session.
