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As emotional intelligence becomes more familiar to human resources professionals and other managers as an important competency for development, organizations are increasingly including it in strategic plans. Here we demonstrate how best to ensure organizational buy-in for an EQ strategy, smoothing the introduction of the program and encouraging success. The eight-step model was developed by Cary Cherniss, head of the Emotional Intelligence Consortium, an international EQ research think-tank. [1]
The model is organized around eight simple steps:
1. Link Emotional Intelligence to a Business Need
EQ has been a topic of discussion in the business community since 1995, when Daniel Goleman published Emotional Intelligence. However, it is vital that the entire organization understands that it is not just another management fad. There needs to be a clear understanding of the positive impact the strategy will have on the bottom line.
This can be demonstrated via a benchmarking exercise or by a co-ordinated communications program well in advance of implementation. Research by the Emotional Intelligence Consortium on organizations such as L’Oreal and the US Air Force has demonstrated the benefits of a coherent EQ strategy. [2] This needs to be communicated to staff.
2. Find a Powerful Sponsor
Ensuring buy-in will be greatly facilitated by the visible support of a powerful sponsor. Financial and political protection from a member of the senior management team will add momentum to the process. An EQ strategy can be seen as a slightly unusual initiative; individuals are much more likely to be convinced of its worth if it is sponsored by a respected executive.
3. Establish a Team to Develop the Idea
As with any large-scale project (be it a change program or a strategic planning exercise), a self-managed team of key stakeholders will be the best mechanism to ensure initial momentum. The team should be cross-functional, representing various departments. The members of the team should be in senior positions, and ought to be enthusiastic about the strategy from the offset. The team should be encouraged to innovate. This means providing a non-bureaucratic environment for it to operate within. In addition, if the team is assembled carefully, it will represent a powerful coalition to get behind the EQ initiative.
4. Use Research to Evaluate the Program and Demonstrate Its Value
As with the initial step, solid research should be used throughout the process to justify actions and decisions. An array of qualitative and quantitative proof will help to gain support for separate initiatives and will reduce organizational cynicism.
5. Make Sure That the Program’s Quality Is So High That It Is Beyond Reproach
One of the most significant elements of the emotional intelligence strategy will be the training program. Since EQ is new and viewed, in some quarters, as being unconventional, it is critical that the quality of the training is of the very highest standard. In this circumstance, it is worthwhile paying more to get the best external consultants. If the training is above reproach, buy-in will be much easier to obtain.
Of course, it is important to remember that, as a consultant, Cherniss is attempting to sell on his own consulting and training services.
6. Infuse Emotional Intelligence Into the Organization in a Variety of Ways
The same method of training and delivery is unlikely to be appropriate for every group. So, front-line staff might need to focus on different competencies than those of senior management. Tailoring the program will help to ensure a better fit for separate departments and levels of staff.
7. Find Emotionally Intelligent Leaders to Guide Implementation
As with any large-scale strategy, strong and enthusiastic leaders are a must. The EQ strategy must be accompanied with a powerful vision, and with someone who is capable of motivating the organization to achieve that vision. Furthermore, the strategy leader must believe in and embody the concepts being espoused.
If staff see someone in charge who is less than 100% behind the program, full buy-in will simply not occur.
8. Move When the Timing Is Right
It is important to ensure that the prevailing political, financial and economic conditions in the organization are favorable to the introduction of such an ambitious strategy. It is the job of senior management to evaluate the likelihood of success at any given time. If the conditions are judged to be unfavorable, the strategy should not be implemented. It is better to delay introduction than to rush out a program that might not succeed.
Cherniss’ model is a simple and effective means of ensuring organizational buy-in. While the success of any major strategic decision is never guaranteed, Cherniss’ recommendations will help to reduce uncertainty and risk.
