Emotional intelligence (EQ) is emerging as a critical factor for sustaining high

performance. World-leading organizations, including the US Air Force, American

Express, 3M, and Motorola, are adopting EQ practices in their way of doing business.

Increasingly, businesses are turning to EQ seeking a systemic solution to critical

challenges in sales, customer loyalty, retention, productivity, and leadership.

What's driving this interest?

 Is emotional intelligence "just a fad," or does the science

offer new insight and tools that genuinely affect performance?

And if EQ is so important, how do leaders find their way to the value amidst the hype?

The Harvard Business Review (HBR), one of the most prestigious sources of businessbest-

practice, has released several articles on emotional intelligence. Their 1997 article

by psychologist and author Daniel Goleman ranks as their most requested article ever.

This popularity led the HBR to re-examine the data on emotional intelligence again in

2003. Their conclusion:

"In hard times, the soft stuff often goes away. But emotional intelligence,

it turns out, isn't so soft. If emotional obliviousness jeopardizes your

ability to perform, fend off aggressors, or be compassionate in a crisis, no

amount of attention to the bottom line will protect your career. Emotional

intelligence isn't a luxury you can dispense with in tough times. It's a basic

tool that, deployed with finesse, is the key to professional success."

Your organization is made of people, processes, and property. For a long time, "common

wisdom" has been that returns come from investing in the latter two. Yet, in the last

decades, a flood of research has challenged that assumption and is increasingly proving

that a company's people are the differentiating factor. Since emotional intelligence is all

about "people smarts" -- about relating to yourself and others -- it's no surprise that EQ

plays a major role in this dimension.

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