EQ

What's the No. 1 Skill Children Need to Succeed?

Fri, 27 Apr 2012 12:54:00 GMT

By Martyn Newman, PhD

Managing Director, RocheMartin

After you’ve told your children that you love them and they must never doubt the value of their lives, what’s the number one skill they need to succeed? Resilience. The ability to bounce back from setback, heartbreak, injustice, and rise to life’s opportunities is quite simply the one skill that every parent should teach their children.

I’ve just finished watching my 25 years old son, Dylan win his first professional kick-boxing fight. Despite the win, let me tell you watching someone you love go three rounds in the school of hard knocks is never easy. By nature Dylan is a gentle soul, but also a highly trained and skillful athlete. But in the world of martial arts it takes more than skill to succeed, it takes mental toughness to shake off the painful blows and knock downs to bounce back time and time again to stay in the game and succeed.

Dylan has been through some pretty rough periods in his life and he certainly didn’t get the genes for getting up off the canvas from his old man. So, if you think your kids may have been slightly short changed by inheriting your DNA, don’t worry, genes are not destiny.

If you follow a few simple rules for creating the right cultural conditions that celebrates resilience, you can tip the scales in the right direction even if you’re not exactly Mohamed Ali. And, of course, the same rules also work for building cultures of resilient people in your business. As the philosopher, Robert Fulghum said, ‘all I really need to know, I learned in Kindergarten.’ Most of what we need to know about how to live and what to do we learn early; this is especially true of leadership skills.

Read the full article here

Join us at the Global Leadership & Emotional Intelligence Summit

Wed, 14 Dec 2011 18:06:00 GMT

RocheMartin invites you to join top HR Directors from around the globe at the 2012 Leadership & Emotional Intelligence Summit to be held in London on 9 March 2012.

Headlining the Summit will be Dr Paul Ekman one of the world's most recognized psychologists whose pioneering work on understanding emotions has been popularized via the international hit TV series "Lie To Me" on Fox TV. The Summit also features our very own Dr Martyn Newman, recognized as a world expert on emotional intelligence and leadership and author of the international best selling book 'Emotional Capitalists – The New Leaders'.

Here's why you need to be there:

* Hear inspirational keynotes from world authorities

* Explore best practice case studies

* Discover global research on EQ and leadership

* Develop successful leadership behaviours

* Test drive the latest EQ tools & technologies

At just £195, RocheMartin blog readers can benefit from the ‘early bird’ discount on the £250 ticket price if booked before January 15th. For more information and to register to attend, please visit the website at www.eqsummit.com

Always wanted to hear Dr Martyn Newman in Action?

Wed, 05 Oct 2011 14:58:00 GMT

In conjunction with the IOD East Midlands, University of Derby Corporate,The Finesse Collection and High Growth Training we are delighted to be able to host this prestigious event on Monday 14th November in the wonderful setting of Opulence Restaurant within the Cathedral Quarter Hotel.

Dr Martyn Newman the author of the best selling book "Emotional Capitalists" will be delivering a 90 minute key note speech entitled Inspiring Leadership.

Find out more here

EQ...It's not what you know, but what you do that counts

Fri, 26 Aug 2011 00:25:00 GMT

EMOTIONAL INTELLIGENCE...It's not what you know, but what you do that counts.

People are attracted to psychology because they want to understand more about how people – including themselves - tick. But knowing and doing aren’t the same thing. Bringing emotional intelligence to the challenges of the workplace is not simply about understanding the world of work but knowing how to change it. And changing the world of work means having the right tools to do the job.

Tools such as the Emotional Capital Report (ECR) gives you the power to build a high performance culture.

Become the authority on Emotional Intelligence in your workplace. Get certified in the international benchmark on emotional intelligence and leadership – the ECR.

United Kingdom
London: 15 - 17 September 2011 - Available
London: 23 - 25 November 2011 - Available
London 25 - 27 January 2012 - Available
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Australia
Melbourne: 24 - 26 October 2011 - Available
Sydney: 7 - 9 November 2011 - Available
Brisbane: 21 - 23 November 2011 - Available
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Ireland
Dublin 5 - 7 December 2011 - Available
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Sweden
Stockholm 29 - 30 September 2011 - Available
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A closer look at Emotional Intelligence: Self-control

Wed, 27 Jul 2011 14:00:00 GMT

Imagine this scenario; you are a Manager in a retail store and it is coming into your busy period when you realize that you have lost your phone. The last place you remember having it was on the counter and now it is not there. Immediately you get upset and panicked, asking all your staff where your phone is, no one knows. You are extremely upset and immediately assume someone has stolen it, you start yelling at the staff, then blame someone because they should have been standing behind that counter…

Have you been in a similar situation before? If you were on the receiving end how did it impact on you? Is this a productive response? Or is there a better way to deal with this situation?

I saw this very scenario not so long ago, understandably the Manager was upset, I’m sure we all know that feeling of losing a phone, there is nothing worse. This is the kind of day-to-day reaction that we can sometimes find ourselves delivering or encountering – what is important to look at though is the greater affect on the rest of the team. The store was about to go into it’s rush period, and the Manager was upset and yelling at everyone, everyone else then noticeably became upset, lost focus and their ability to deliver great customer service.

So is there an alternative response or a better way of dealing with this situation? Surely it is an emotional reaction that we can’t necessarily control?

This scenario relates to our self-control, a competency in Emotional Intelligence (EQ) that our Emotional Capital Report (ECR) measures for. Self-control encompasses calmness, a rational mind and discipline. When self-control is low in terms of emotional intelligence it can mean that we get emotional in stressful situations, find it difficult to control anxiety and can often act impulsive and unpredictably; consequently you may end up putting yourself and others under undue pressure, which contributes to a stressful working environment.

As talked about earlier in the previous blog piece, emotional responses are learnt and can become habitual responses; however by acknowledging this and giving yourself space to look at the situation, we can re-learn more productive ‘emotional habits’.

What are some strategies you can employ to help develop your self-control?

• Examine negative ‘self-talk’ that drives your emotional reactions in stressful situations.

• Respond, rather than react to difficult situations by introducing a pause before speaking and acting impulsively.

• Take time to pause and give adequate thought to the impact of your words and actions on others.

These are just a few examples, but as you can see, to develop our EQ it can really be a matter of taking simple practical actions. The first step is to acknowledge this, benchmark your EQ and then work on practical coaching strategies.

And the outcome of the above scenario?...

The Manager found her phone, it was where she had left it (on a different counter), and she ended up looking and feeling quite silly about the whole situation. So save yourself the frustrations and embarrassment of going through these motions, and make an active step towards your self-development today!

For more information you can contact our team

Or check out the ECR for yourself

Do you know your emotional Habits?

Wed, 20 Jul 2011 14:49:00 GMT

Autobiography in 5 short chapters, by Portia Nelson:

1.) I walk down the street.

There is a deep hole in the sidewalk

I fall in.

I am lost… I am hopeless

It isn’t my fault.

It takes forever to find a way out.

2.) I walk down the same street.

There is a deep hole in the sidewalk.

I pretend I don’t see it.

I fall in again.

I can’t believe I’m in the same place.

But it isn’t my fault.

It still takes a long time to get out.

3.) I walk down the same street.

There is a deep hole in the sidewalk

I see it is there.

I still fall in… it’s a habit

My eyes are open

I know where I am

It is my fault.

I get out immediately.

4.) I walk down the same street.

There is a deep hole in the sidewalk

I walk around it.

5.) I walk down another street.

Just like a physical observable habit, emotional reactions and responses are learnt and programmed over time, like walking down the same path day after day. Eventually the path becomes worn and familiar; before you know it you are often at the end before you even realize what has happened. This is exactly what happens in our brain; emotional habits and reactions form strong neural pathways, which in turn reinforces particular behaviors.

In terms of emotional or day-to-day interactions, have you ever found yourself in a similar scenario or conflict? Feeling powerless, and or faultless ~ poetically speaking standing at the bottom of a hole wondering why this keeps happening?

Unlike physical habits, often our emotional habits are less obvious and even seemingly erratic; so how can we ever really be in control of a situation, move forward and excel in business and leadership if we are unaware of what part emotions play in our interactions and behaviors?

Emotions shape our behavior, relationships and decisions; and more importantly determine whether or not people will work well for you, buy from you, employ you and enter into business with you. As Jack Welch puts it ‘A leader’s intelligence has to have a strong emotional component.’

Research informs us that to change a behavior is more effective when both the emotional brain & rational brain are engaged, as decisions are made on emotions and justified by logic. People with strong EQ have a good dialogue happening between their emotional and rational brain.

The good news is it’s not too late! You are not destined to keep ‘walking down the same street and ending up in the same hole’ or predicament. By acknowledging the role that emotions play in our experiences, we can begin to observe patterns and move towards creating new pathways to change our behavior.

This is where the ECR and SmartCoach come in. The ECR produces a clear succinct report, which highlights our strengths and areas for improvement based around 10 core competencies for emotional intelligence in leadership. By focusing on these specific competencies it gives us a platform to review and acknowledge our current EQ. This platform coupled with SmartCoach is the most effective way to really move towards changing our behavior, as SmartCoach offers accessible personal coaching insights and strategies to help form these new lasting pathways through practice and repetition.

So make a decision today to stop falling down that hole, and let us help you find another street to walk down!

Digby-Morgan has a new Consulting Psychologist

Mon, 18 Jul 2011 15:57:00 GMT

Digby Morgan is an international leader in HR recruitment. Extremely well respected with a reputation for excellence, quality in service and sector knowledge, the company‘s position as a brand leader has won it a series of industry awards and accolades over the years.

They have recently invited our very own Dr. Martyn to be their Consulting Psychologist.

Read more...

My EQ Experience

Tue, 12 Jul 2011 16:15:00 GMT

"How is this happening again?

I swear I’ve been here before,

This is the same argument, scenario, confrontation,

It’s all the same, though the setting & characters have changed.

It can’t be my fault; they’re in the wrong,

I can’t control how they react.

But there must be a reason…

A reason this keeps occurring.

What can I possibly change?

I can’t control the uncontrollable –

People, circumstances, dilemmas…

So what can I control?"

This is where I found myself not so long ago. I had been working and managing in hospitality for almost 8 years, I had achieved some great things, and moved up steadily in my career. However there were a couple of scenarios that seemed to be reoccurring themes for me. Certain confrontations and arguments seemed to be repeated over the course of a few years in different environments.

At first, young and naïve I found it hard and refused to believe that this possibly had anything to do with me, maybe it was just a regular issue in hospitality that I had to face being a senior female manager in a male dominated industry (It is always easier to blame others for pitfalls than look at ourselves).

There have been certain scenarios that how the other party has spoken me to is inexcusable; HOWEVER, as I said there was a reoccurring theme and I seemed to be the common denominator… There had to be something I could learn or change about these interactions. As I said in the dialogue above, I cannot control the uncontrollable – particularly how other people respond to me, BUT I can control how I interact and approach people.

There was something about the way I was approaching all of these situations that was creating the same outcome time and time again. Einstein’s definition of insanity is: doing the same thing over and over again and expecting different results - This is exactly what I was doing!

So where to from there? Well first I had to acknowledge my part in these interactions, look at my past interactions and reflect on them with space from the heat of the moment and then… look to make a change.

Easier said than done some may say. Well to me, this is where my interest in emotional intelligence has stemmed from, as I believe there has to be something more to these interactions, something more we can learn and master next time around - for what is experience if we learn nothing from it? Experience gives us the foundation; emotional intelligence gives us the insight to build on that foundation.

Acknowledging and learning more about emotional intelligence and how it plays a major role in our interactions was like turning on a light in a room for me, then going through my Emotional Capital Report (ECR) was like focusing a laser beam on this new awareness. It got to the core of my strengths and areas for improvement and made complete sense of all my interactions (good and bad) in regards to management and leadership. In all my years of management this has been my most valuable lesson in regards to leadership, and I only wish that I had learnt more about it years ago. I truly believe that this is not only valuable, but also necessary in every field, and look forward to my EQ journey.

Click here to find out more and start your own EQ journey

The Suprising Truth About What Motivates Us

Fri, 08 Jul 2011 10:28:00 GMT

Watch this video - it's fantastic

Cultivating Emotional Balance

Wed, 29 Jun 2011 10:53:00 GMT

We are very excited to announce that our MD Martyn Newman is currently on retreat with Dr Paul Eckman and Dr Alan B Wallace in the mountains of Thailand studying how leaders can create emotional balance to sustain their performance for the longterm. Dr Eckman - a world-renowned expert in emotional research & non-verbal communication and Dr Wallace - one of the most prolific writers and translators of Tibetan Buddhism in the West. Interestingly Martyn's workshop on creating Emotional Balance - sustaining Leadership for the Longterm is one of the most requested worships by our blue-chip clients. We look forward to the fresh new insights Martyn will have to share after this powerful 5 week workshop.

Find out more about the workshop.

Future of Work Conference at the Monaco Grand Prix

Wed, 29 Jun 2011 09:13:00 GMT

During the last weekend of May, Randstad Holding held a strategy conference on the Future of Work aboard the clipper ship Stad Amsterdam, which was docked in Monaco. Twelve international chief-level (CEO, CFO, CHRO, etc.) clients and their partners enjoyed a weekend that combined business with pleasure, including a visit to the Monte Carlo Grand Prix and our AT&T Williams F1 team.

The aim of the strategy conference was to share HR knowledge and discuss future trends in the workplace. Ben Noteboom and Brian Wilkinson of Randstad hosted the event, and the keynote speaker was our very own Martyn Newman.

Martyn led a lively roundtable discussion about trends in the Future of Work and what they mean for future leadership. The session offered numerous reference points that allowed participants to compare their views with those of peers in other businesses.

Emotional Intelligence in the Work Place

Thu, 23 Jun 2011 13:32:00 GMT

“No doubt emotional intelligence is more rare than book smarts, but my experience says it is actually more important in the making of a leader.” Jack Welch

So what does emotional intelligence have to do with your work place? Is it relevant in all work places and for all roles or just leaders? Is emotional intelligence something that can be taught or trained? These are the common questions that generally arise when the topic of emotional intelligence comes up.

So does emotional intelligence have any impact on your workplace and is it relevant for all roles? “Research shows convincingly that EQ is more important than IQ in almost every role and many times more important in leaderships roles” (Stephen Covey). We have all at some stage experienced that Manager that just seemed to be an “exceptional leader”; they lead with passion, integrity and an apparent clarity of decision. But more importantly they ignited in you these attributes. There is no arguing that these skills are invaluable in every workplace; what business owner wouldn’t want their team to be more passionate, driven, innovative and stay in the business?

Until recently these such leaders seemed a rarity, they seemed to possess a skill that you either had or didn’t, and the focus was on holding onto these people, rather than developing a whole team of “exceptional leaders”. Thanks to years of rigorous research and case studies, it seems that these skills - while rare naturally in individuals, can be developed. Martyn Newman gives us more than just theory, he gives us practical tools to develop these skills.

Newman has distilled his years of research in emotional intelligence relating to leadership into 10 core competencies:

Self-knowing

Self-confidence

Self-reliance

Straightforwardness

Self-Actualization

Relationship skills

Empathy

Adaptability

Self-control

Optimism

Lets expand on one to make more sense of it all. ‘Self-knowing’, what is the relevance of this in a work place? Self-knowing encompasses emotional awareness, behavioral awareness and non-verbal communications. Typically someone who is low on self-knowing is often not good at recognizing or verbalizing their own emotions and is generally unaware of their impact of behavior on others. Now imagine this person as a manager in a work place, undoubtedly you have encountered them before, maybe they tend to ‘act out’ emotional experiences and then are surprised by your reactions; or perhaps you have come across someone who you found ‘hard to read’, as they kept their emotions & thoughts close to their chest. Both of these examples can lead to a lack of trust in the team and a general disengagement to their leadership, which is detrimental to all relationships and the working environment.

So where to from here? Well the Emotional Capital Report (ECR) focuses on these clear, tangible competencies and highlights an individual’s strengths and areas for improvement in leadership, and also gives simple coaching strategies to help develop these skills. For example, with the above illustration of self-knowing, a coaching strategy may be to:

• Introduce a brief pause before responding/reacting to check your emotional pulse

• Pay particular attention to other people’s emotional reactions to you and consider our behavior in light of the feedback.

Find out more how the ECR can help accelerate development and leadership in your workplace

Evaluating a Sample ECR Report

Thu, 24 Feb 2011 00:31:00 GMT

Consider this scenario: Jack is a 30 year-old accountant in an international finance company. His manager regards him as being a very competent and diligent person who has a great deal of integrity.

The company is currently identifying 10 - 15 young managers that are seen to have high potential. Jack's name has been mentioned on a few occasions by come of the other senior managers as someone with a lot of potential.

By taking the ECR™ self-assessment both Jack and his manager will gain a better insight into his EQ strengths. Once he completes the assessment, Jack will receive an 18 page report and one-to-one feedback from his coach. His manager will then be able to assess his suitability for promotion and to outline the various skills and competencies which he will need to develop in order to make his case more favourable.

Now let's have a look at his profile summary on the ECR™.

Evaluating Jack's ECR™ Report

After examining Jack's individual report, we can gain some insight into his potential as a leader.

What does Jack's profile suggest about his current levels of Emotional Intelligence?

Overall, we can see from the report that his level of EQ is very positive and is in the effective range, and typical of the general population. However, what the report also tells us, is that he has scope to improve his three lowest competencies - relationship skills, adaptability and particularly his empathy.

What strengths does Jack bring to his current role in the organization?

Jack brings great strengths to his current role particularly in the areas of self-confidence and optimism. He has good levels of self-regard and can sustain high levels of motivation. He appears to work well under pressure and maintains a positive outlook in the face of setbacks.

What are the challenges Jack might encounter if he was placed in charge of a large team?

While Jack is clearly competent in his job, his interpersonal skills are clearly in need of development if he is to get the best out of his team and progress to a more senior position within the organization. If he does not address these areas, he could be in danger of de-motivating his team and not achieving his potential.

What are the specific competencies and skills that Jack needs to develop if he is to step up to leadership positions?

Jack needs to develop his interpersonal skills, particularly empathy, and to adopt a more open and adaptable approach. He needs to take greater interest in his team and spend more one-to-one time with them. He would be advised to ask for other people's opinions more often and genuinely listen to their point of view before rushing in with his own viewpoints.

If you are interested in taking an ECR™ assessment and receiving a comprehensive ECR development report, visit on EQ products page. Alternatively, if you have in questions about using our assessment within your organization we'd love to hear from you: contact us

Mental Toughness for Sports Performance Just Got A Whole Lot Easier

Fri, 14 Jan 2011 04:46:00 GMT

The Emotional Intelligence Sports Inventory (ESi™):

John Haime & Martyn Newman

How many athletes and coaches really understand the mental part of sports?

How many are diligent in trying to improve this critical area of performance?

We all know the vital importance of the mental and emotional game in athletics, where performance in athletes is always separated by their mental and emotional capabilities. “Mentally tough” athletes can perform under the high levels of athletic pressure, they are consistent, they make clear decisions and they save their best performances for when it really counts. As the athlete moves to higher levels, the mental and emotional skills become the clear separator between contenders and pretenders.

Coaches and athletes know this so why isn’t mental and emotional development more of a priority?

Most coaching models have one clear limitation. While coaches are often strong in the technical, physical and strategy parts of coaching, the mental/emotional part of the coaching model is normally the weak link. Simply, the technical, physical and strategy are easily quantified with drills, physical training, chalkboard discussions, video and other tools to help the athlete become bigger, faster and stronger. But, the conversation between coach and athlete to help the athlete become more self-aware, more resilient, more confident or more optimistic is not quite as quantifiable, can be difficult and awkward for the coach – and often avoided all together.

The corporate world has leveraged the latest technologies and created tools that quantify behaviors that separate average and outstanding performers. Since the late 90s, organizations have utilized “Emotional Intelligence” tools to highlight strengths and limitations in leaders and coach these leaders to higher performance. The tools have been simple and easy to use offered in handsome online formats, utilizing powerful, up-to-date technology.

If this can be done in the corporate world, is it possible to create a tool that could do the same thing in the athletic world – specifically for athletes?

The answer is yes, and the simple, science-based Emotional Intelligence Sports Inventory (ESi™) is the new tool that can be used by coaches to strengthen their coaching models and inspire athletes to improve their performances.

Developed over a five year period by collecting and analysing data from some of the world’s most elite athletes, the ESi™ represents an exciting advance in our understanding of the building blocks that are scientifically linked to elite sports performance. Unlike traditional, personality based psychological inventories that measure general personality traits, the ESi™ was specifically designed and developed to measure the mental and emotional “fundamentals” of athletes.

Performance data was collected from amateur and professional athletes from around the world in a wide range of sports. It was then scientifically validated by comparing results with a number of other well-established measures of sports performance. The ESi™ was then administered to professional groups of international elite athletes – including national sports teams. Results revealed strong relationships between the 10 mental and emotional fundamentals or “competencies” defined and measured by the ESi™and outstanding sports performance.

Recent independent studies have provided additional support for the accuracy and reliability of the tool and further international research projects are currently being completed by Universities in Ireland, Wales, Finland, Singapore, China and Korea.

Of course, the real value of the ESi™ is not only in being able to measure mental and emotional skills, but in delivering a blueprint to develop them. By focussing on measuring emotional competencies rather than measuring personality traits, the ESi™ provides coaches with a clear roadmap to assist athletes in developing measurable improvements in their skills.

Feedback from some of the world’s top professional coaches has confirmed the immediate benefits that the ESi™ delivers. Comments such as those from top PGA golf coach Steve Bann are typical:

“the ESi™ is an accurate and useful assessment tool … both Stuart Appleby and Nick Flanagan had immediate tournament success as a result of implementing the recommended strategies after taking this assessment.”

Leah Allinger, Assistant Coach of the National Champion, University of British Columbia Women’s Volleyball team outlines a benefit of the ESi™ for her high level team:

“the ESi™ really created awareness for our players of what they might like to work on and helped them understand how important mental and emotional preparation is to competing and winning.”

Both individual athletes and teams are using the ESi™ and getting to the next level in their mental and emotional athletic development.

The ESi™ is a brief, simple-to-use measure that can be completed online in only 20 minutes. Along with scores on the ten mental and emotional skills that support elite performance, the ESi™ Sports Report is packed with eighteen pages of individualized coaching tips and tactics for developing sustained performance. The package also includes a developmental “Action Plan” helping coach and athlete apply the results to their everyday performance.

The ESi™ represents an innovation in the field of sports psychology and early indications are that developing mental toughness for sustained sports performance just got a whole lot easier!

For information about the ESi™ see www.rochemartin.com/emotional-intelligence-sports-inventory

Inspiring Leaders: The Secrets Of How They Do It

Thu, 25 Nov 2010 01:32:00 GMT

Most of us agree that great leaders are those that inspire us to act and give us a sense of purpose that has little to do with any external incentive or reward. They have a remarkable ability to tap into the very personal, intrinsic motivations that drive each of us and help us reach for something better in ourselves. And we know that people who love going to work, are more creative and more productive, and they treat their colleagues, clients and customers better.

Imagine if more people inside the organization could learn to think, act and communicate like those who inspire us? Leadership abilities, such as those described by emotional intelligence (EQ), explain what leaders do, but not why they perform. Furthermore, knowing what to do is all very well, but the big question is how to do it.

According to more than 20 years of research in psychology, there are at least seven common factors that contribute to creating positive behavior change.

1. Engagement
Being clear about your aspirations and dreams, and being able to articulate the values that shape your beliefs, goes to the very heart of great leadership. Your job as a leader is to tell and re-tell the story of why you do what you do, and what your business is capable of achieving. Most importantly, it is about enabling people to understand the value of their contribution to the story.

2. Benchmarking: Self-Discovery & Self-Directed Change
Even when people are motivated to develop their EQ and leadership skills, they can often remain unclear about how to do so – until they become aware of how they measure up. There are many ways of gaining feedback on performance, but by far the most credible and compelling way is to benchmark emotional and social competencies and provide feedback using high-quality psychometric assessment tools.

3. Create Manageable, Measurable Goals & Share Them
Performance in training programs improves dramatically when participants set explicit goals for change. In fact, the motivating power of such goals is greatly enhanced when they are declared publicly and put in writing. Even Benjamin Franklin insisted that setting daily and weekly goals was indispensable to becoming a virtuous person!

4. Model The Skills
Provide people with opportunities to observe the skills they want to acquire. Modeling is a more effective learning method than simply being told about the skills because it requires greater attention and accelerates learning.

5. Practice New Skills & Provide Feedback
A common mistake in EQ training is to assume that leaders can acquire these behaviors quickly by attending motivational seminars. Although these activities can certainly inspire the desire to change, real behavioral change requires practice and repetition over an extended period.
Organizational psychologists have long known that consistent constructive feedback is the most effective way to motivate people and provide direction.

6. Provide Follow-Up Support
Research has shown that the value of learning is maintained, if not greatly enhanced, when people receive targeted coaching support from a reinforcing reference group or an individual. In other words, providing coaching and mentoring to people on the job contributes greatly to positive change.

7. Evaluate Change
Documenting individual progress by evaluating changes in both understanding and behavior reinforces learning, charts the way forward and demonstrates return on investment. Nothing succeeds like success.

The seven elements described here represent the why of building sustainable leadership skills and are the core features of the revolutionary online leadership development tool - SmartCoach™.
Find out how SmartCoach can help you build an inspiring leadership culture today.