EQ-I (Online) Business Report

Coach Report

Respondent’s Names: Anthony Wall

Administration Date: April 27, 2010 (online)
Gender: Male
Duration: 1Hour and 30 minute

Introduction

Welcome to the EQ-i Business Report. The contents of this report are

intended to help you better understand how your emotional and social

functioning impacts your work performance. It is designed to help you

objectively identify your perceived or self-described frequency of emotionally

intelligent behavior in terms of 15 established EQ-i skills.

Background

The EQ-i Business Report supports the onset of positive behavioral change

at work by offering simple development strategies and exercises. The

developmental strategies promote awareness of how emotions may influence

work actions and provides useful tips to improving targeted skill areas. The

exercises here are action-oriented and provide a guideline for initiating

improvements. You can use these exercises independently or enhance them by

adding other approaches, or by developing a more sophisticated development

program.
 When selecting areas for development, choose EQ-i scales that are

important to your job success. A coach or supervisor can help you determine

which areas are critical to achieving optimal job performance. With proper

practice, areas of higher skill may be used more in key situations or more

frequently to make the most of them. The identification of lower skill areas

should be taken as an opportunity for enrichment. With proper identification and

practice, these areas will eventually help to support other EQ skill areas, which

can help aid your overall job performance.

Purpose

The EQ-i Business Report was designed to provide you with awareness in

regards to your emotional and social functioning at work and offers the best

interpretation possible based on the responses provided. When reading through

your report, various emotions may surface. Please remember that this report is

only one source of information and is best used in association with other sources

of relevant information (e.g., behavioral ratings, performance ratings, or a 360-

degree assessment). The process of self-development starts by raising your own

level of awareness and determining what actions need to be taken to increase

your level of effectiveness.

Hypothesis

The hypothesis stated that EQ-I provides the best that make you better

and to improved your level of skills and so the emotional intelligence.

Method

The following method describe the meaning of scores for the Total EQ-i

scale and each of the EQ-I content scales. In general, high scores identify areas

of relative strength. Scores in the average range on these scales indicate

satisfactory functioning and are scores that are obtained by the majority of

individuals who have taken the EQ-i. Low scores indicate areas that need to be

improved in order to increase overall emotional and social intelligence. If all the

scores are high or all the scores are low, it is useful to identify the scales with

the highest and lowest scores; this will help pinpoint areas of relative strength or

weakness.

Results

The Total EQ-I Result

Assessment of Total EQ indicates effective emotional and social

functioning overall. There are areas of relative strength as well as areas to focus

on to improve emotional and social functioning. A more detailed description of

these areas is given in the next section.

Intrapersonal Component

This component of your EQ-i score pertains to the assessment of the inner

self. The subcomponents of the Intrapersonal EQ scale include Self-Regard,

Emotional Self-Awareness, Assertiveness, Independence, and Self-Actualization.

Your responses to items on the Total Intrapersonal scale are substantially higher

than the norm. High scores are indicative of individuals who are in touch with

their feelings, and feel good about themselves and life in general. High scores on

the Intrapersonal scale are usually obtained by a person who is independent,

strong-minded, and able to express and convey feelings and ideas with

confidence.

It is extremely important for individuals to have confidence in their skills

and abilities. This type of confidence can improve both individual and group

encounters at work. Coworkers, colleagues, and customers are more likely to

become attracted to and motivated to work with someone who believes that he

or she can make things happen. This will help you when trying to motivate

others in the pursuit of a goal or vision. Individuals with high Self-Regard are

able to use their skills to inspire others, despite having normal doubts and
challenges. Having high Self-Regard also impacts other areas of emotional and

social functioning. Individuals who are assured of themselves generally have

more energy to realize their true potential (i.e., Self-Actualization), have a more

positive outlook (i.e., Optimism), are more able to express themselves with

confidence (i.e., Assertiveness), and are more satisfied with their lives (i.e.,

Happiness).

Emotional Self-Awareness

The importance of being emotionally self-aware dates back to the Ancient

Greek aphorism of “know thyself.” The Ancient Greeks believed that when

someone has a good understanding of the self, it is much easier to regulate

one's own behavior and to control one's emotions. The Emotional Self-Awareness

scale is seen as one of the most important emotional intelligence skills a worker

must have, as it forms a foundation for the remaining EQ-i skills.

Assertiveness

Assertiveness measures the ability to express one’s feelings, convictions,

and opinions in a constructive manner. Displaying assertiveness does not mean

dominating or manipulating work situations with strong verbal or social skills.

Rather, assertiveness represents finding the right language at the right time in

order to get your point across.

Independence

The pace of today’s business environment has forced organizations to move to a

more decentralized business structure with less support and direction given to
workers. Generally, flatter hierarchies demand dispersed relationships between

managers and staff, and organizations are now relying heavily on employees to

be autonomous in their work. Independence, as defined by the EQ-i, is the ability

to be self-reliant and self-directed in one’s thinking and actions, as well as being

free of emotional dependency on others. The results demonstrate that you are

usually willing and capable of thinking, working, and making decisions on your

own. Others may be consulted for advice but, more often than not, you will

choose your own course of action. While you can work without a lot of guidance

from others, the responses also show no aversion to working under the

supervision of someone else. Individuals must be able to handle working in an

environment that is less structured and unpredictable in order to be successful.

They must be able to work through problems with minimal guidance, while at the

same time taking the initiative to build coalitions with others in order to move

projects along and to meet deadlines.

Self-Actualization

Your score on this scale demonstrates that you derive a great deal of

enjoyment from your work and find meaning in the role that you perform. You

most likely seek out challenges at work and take pride in a job well done.

Individuals who find meaning in their work are often more successful because of

the passion they bring to the workplace. People who exude this passion are not

satisfied with the status quo and continue to seek out new challenges. They are

eager to learn new things and explore dynamic approaches to problem solving
and decision making. People with high Self-Actualization are often seen as

valuable assets to an organization because they are viewed as being lifelong

learners. They are committed to the ongoing development of their abilities and

talents.

Conclusion / Discussion

This EQ-i was provide the best interpretation possible based on the

responses provided and should not be used as the sole basis for selection,

placement, training, or other kinds of decision making. This report works best

when combined with other sources of relevant information. This may include

behavioral observations, performance ratings, or a 360-degree assessment (e.g.,

EQ 360). This may stated in some following examples.

Assertiveness

Assertiveness measures the ability to express one’s feelings, convictions,

and opinions in a constructive manner. Displaying assertiveness does not mean

dominating or manipulating work situations with strong verbal or social skills.

Rather, assertiveness represents finding the right language at the right time in

order to get your point across.

Being able to express ideas clearly and confidently is critical when working

with coworkers. Being assertive can help you to motivate others to achieve

individual and team goals, can help you when dealing with conflict, as well as

allowing you the possibility of leveraging more organizational resources.

Remember that your coworkers will not know what you are thinking unless they

are told by sharing it with others.

Independence

The pace of today’s business environment has forced organizations to move to a

more decentralized business structure with less support and direction given to

workers. Generally, flatter hierarchies demand dispersed relationships between

managers and staff, and organizations are now relying heavily on employees to

be autonomous in their work.

Independence, as defined by the EQ-i, is the ability to be self-reliant and

self-directed in one’s thinking and actions, as well as being free of emotional

dependency on others. The results demonstrate that you are usually willing and

capable of thinking, working, and making decisions on your own. Others may be

consulted for advice but, more often than not, you will choose your own course

of action. While you can work without a lot of guidance from others, the

responses also show no aversion to working under the supervision of someone

else. Individuals must be able to handle working in an environment that is less

structured and unpredictable in order to be successful. They must be able to

work through problems with minimal guidance, while at the same time taking the

initiative to build coalitions with others in order to move projects along and to

meet deadlines.
Future Work

EQ-i Development Plan

Preparing a plan to grow your emotional intelligence (EI) at work is a key

step to improving your overall job performance. To improve these EI skills, you

must be ready to commit yourself to long-lasting behavioral change. You will not

develop these skills for only a few days or weeks; rather, you are committing

yourself to developing these skills over the course of your career. Modifying your

thoughts and actions is never easy. It takes time, patience, and a lot of practice.

Improving your work performance

Before embarking on your EI quest, it is important to have a trusted

support system in place to help you overcome any obstacles that you may face.

This support system will serve as a sounding board for you, where you can

discuss what EI skills you are working on and how you are planning to improve

these areas. The support system will also help you to stay motivated and

focused. By knowing what areas you are working on, the support system can

help keep you on track, as well as encouraging you to achieve more. Your

support system may include work colleagues, your manager or supervisor, an

executive coach, or resources such as books and training material. My support

system includes the following people:

Name 1:

Name 2:

Name 3:
 Once you are fully committed and have your support system in place,

continue with the following steps:

1. Identify the EQ areas that you would like to work on or are most
important to success in your current job. If one of your EQ-i scores is
lower, you may want to make that EQ-i skill a priority.
2. Set goals that are specific to the EQ-i skill, and are measurable, and
realistic.
3. Identify and address any obstacles that may hinder your goal
achievement.
4. Seek out resources that will help you to learn new behaviors. These may
include one-on-one coaching, a performance evaluation, or learning from
a role model.
5. Continue practicing new behaviors. To improve your job performance, the
specific EI skills that you chose to develop need to be repeated,
reinforced, and evaluated on a daily basis.
6. Review and reassess your emotional intelligence goals to help solidify
what you have learned about emotional intelligence and your job
performance.
Use the exercises on the following pages to help you navigate through your EI

journey.

SMARTEST Goal Setting Plan

Top performers make the time to set clear and realistic goals for

themselves and for their teams. Goal setting helps individuals with their focus,

persistence, perseverance, and resilience. Reaching one’s goals can be

accomplished more effectively when goals are set SMARTly – that is, they are

Specific, Measurable, Action-oriented, Realistic, and Timely. Goal setting

practices that are Energizing, Signed, and Tested are also critical to improving

your job performance.

Use the goal setting suggestions listed below to help you achieve your EI

goals.
Specific – The goals that you set must be specific, without room for

generalization. Vague goals are like bad directions; you may eventually get

there, but chances are it won't be the most direct or efficient route.

Measurable – Measurable goals are more effective in facilitating long lasting

behavior change than general “do your best” goals or no goals at all. Ideally, you

want to measure your EI goals objectively (e.g., with numbers) in order to be

able to focus your energy on a specific target.

Action-oriented – Just saying “I want to do better at my job” doesn't specify

what you need to do to accomplish it. You can say all you want - but you must

act in order to bring about any real change. Set goals that pertain to specific

areas that need to be developed and that are phrased in terms of specific actions

that you will take in order to turn them into strengths. These kinds of “action

goals” help to organize your thoughts, increase persistence, and direct your

focus.

Realistic – Set goals that are challenging and ambitious, but that are also

achievable. You want to be able to experience success so that you'll be

motivated to reach for the next goal.

Timely – When your goals are time-sensitive, they have more motivational

impact. Assigning a target date to finish something enables you to better

manage and structure your time.

Energizing – Pick an EI goal that is important to your success. If you understand

how improving a certain EI skill will improve your overall performance, you will

be more motivated to achieve that goal.

Signed – Signing and dating your goals will increase your commitment towards

achieving them. By doing this, you will feel more accountable for your actions.

Review the terms of your goal setting plan and make sure that there are no

misunderstandings about what will need to be done before signing it. It may also

be a good idea to have someone else (e.g., a supervisor, trusted colleague, or

family member) sign your goal setting plan. This may increase your commitment

towards achieving your goals even more.

Tested – Practicing your new beliefs and behaviors are crucial to improving your

performance at work. Provide yourself with opportunities to use these new skills

in actual situations. Opportunities may include group meetings, interacting with

new people at your workplace, or working with difficult coworkers. Accept

opportunities to take risks – they might just pay off.

 ACKNOWLEDGEMENT

To God be the glory and thanksgiving.

To our professor, Mrs. Restie E. Torres, for their excellent ideas on how

to improve and make the study worth-doing. The author expresses her most

sincere gratitude for their suggestions, time and effort.

To our parents, classmates and friends most especially to our

Almighty God.

To all who had been part of this study , I humbly extend my deepest

thanks and gratitude.

H.A.B