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Case Study: Emotional Intelligence for People-First Search

Leadership at FedEx Express Search

by Joshua Freedman | Jan 14, 2014 | EQ Business |

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 Integrating emotional intelligence assessment and development into a six-month process for new managers
world-wide, the FedEx Express team at their Global Learning Institute is building the skills and expertise for Tags
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people- rst leadership. 
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The program is yielding an 8-11% increase in core leadership competencies, with over half the participants
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FedEx Express is the world largest cargo airlines with over 290,000
Facts + Strategies from
employees moving seven million packages each day with 600 ights
Emotional Intelligence
a day.  One of the top 20 Fortune “Most Admired” for a decade,[1]
FedEx stands among the world’s successful enterprises.

While founder Fred Smith was focused on logistics and speed, from
the start he believed that people were the key to business, and that
leadership is about continuous growth: “Leaders get out in front
and stay there by raising the standards by which they judge themselves – and by which they are willing to
be judged.”  This vision has translated to the “PSP Philosophy” – People-Service-Pro t – which drives FedEx
Express today.

The company sees that the people-side of leadership has grown more complex, and looking to the future, is
committed to developing leadership capabilities to manage the changing workforce.  The goal is leaders who are
better at in uence, make decisions that are both quick and accurate, and are able to build a culture where people
feel the dedication and drive for exceptional performance in a way that’s sustainable and creates real value for all
stakeholders.

To measure leadership performance, FedEx Express administers “SFA,” an annual survey where every employee
can provide feedback about managers.  SFA themes include respect, fairness, listening, and trust – leadership
responsibilities that are all about relationships and emotions.  This commitment to people- rst leadership created
an interest in “emotional intelligence” as a learnable skillset that would equip managers to deliver the FedEx way.

Implementation
Even though the leadership training was state of the art — among the top ten in the world – the FedEx Global
Leadership Institute is charged with continuously updating and innovating in keeping with that Fred Smith call for
continuously “raising the standards.”  Located near the company’s primary hub in Memphis, TN, the Global
Leadership Institute, GLI, serves as the leadership university for FedEx Express.

In 2005, GLI implemented a new training program for managers to consider the impact they wished to have as
leaders – the legacy they were creating.  A core component of the LEGACY course was a module on emotional
intelligence using the Six Seconds Emotional Intelligence Assessment, the SEI.[2]  LEGACY results were very
positive, in part because of the e ectiveness of the Six Seconds Model as an actionable process.

Action-Based Emotional Intelligence

Where other approaches to emotional intelligence remain quite theoretical, the Six Seconds Model is designed as
a process framework for using emotional intelligence on a day-to-day basis.  At a macro-level, the model o ers a
three-step process with speci c learnable, measurable competencies that support the three steps:

Know Yourself – increase self-awareness of emotions and reactions

(competencies:  Enhance Emotional Literacy and Recognize
Patterns).

Choose Yourself – shift from unconscious reaction to intentional

response (competencies: Apply Consequential Thinking, Navigate
Emotions, Engage Intrinsic Motivation, and Exercise Optimism).

Give Yourself – align the moment-to-moment decisions with a

larger sense of purpose (competencies:  Increase Empathy and
Pursue Noble Goals).[3]

Reviewing data from LEGACY in 2009 and 2010, the GLI team
identi ed that a few key EQ competencies were essential to
strengthen “bench strength” and build the leaders who will move up the chain.  Without revealing con dential
details, the FedEx culture has focused on speed — which is a key part of the company’s success.  As leaders move
up in the organization, the need for speed has to be balanced with a more careful, collaborative decision-making
process to achieve sustainable success.

With this in mind, under the leadership of SVP Shannon Brown, the
company wanted a world-class leadership program that would move
the company to be one of the top ve in the world. With the support
of Dennis Reber, Managing Director, and Ray Murphy, Manager, of
the Global Leadership Institute, FedEx decided to increase the
emotional intelligence focus of the leadership training and deliver a
new course called LEAD1 to put EQ into action at the frontlines.  All
new FedEx Express managers would receive the program to provide
a solid people- rst foundation upon which to build their leadership
careers.

Blended Training & Coaching

A team of eight GLI experts was certi ed in the Six Seconds Emotional Intelligence Assessment (SEI) through a mix
of on-site and virtual training delivered by Six Seconds. Some team members undertook additional trainer-
training in Six Seconds’ methodology to ensure that the implementation would go deeply into what drives people
performance.[4]

GLI Senior Management Facilitators Jimmy Daniel and Pamela Williams became certi ed as a SEI Master Trainer to
deliver SEI Certi cation internally within L&D team in US and globally.

The FedEx GLI team designed LEAD1 as a ve-day course with a six-
month follow up coaching process built around the SEI.[5]  Through
the in-person training, participants learn about key concepts in
FedEx leadership and what it means to lead people.  In an extremely
faced-paced, task-focused environment, a common challenge for
managers is losing sight of the relational dynamics that ultimately
sustain team performance.  To build a team where people give their
“discretionary e ort,” task-based management is insu cient:
people-leadership is required.  This means forming a connection
between people at an emotional level.  Emotional intelligence provides the insight and skill to allow for this
strategic use of feelings.  In LEAD1, the new managers focus on how emotional intelligence will assist them to
show up as leaders by managing themselves rst, taking charge of their own emotions and behaviors so they can
be e ective role models and in uencers.

The six month coaching process begins with a one-to-one debrief of the participant’s SEI pro le as a framework
for goal setting.  The new manager identi es speci c competencies to improve, as well as strengths to leverage,
and how these can be employed to improve people-leadership.  The coaching process is “speci c customized,”
meaning that while all participants are working within a shared framework of concepts and goals, each coach and
participant work in partnership to develop personalized goals that can be made actionable.  Part of the
e ectiveness of the coaching is that the coaches all now have several years of experience with emotional
intelligence themselves, giving them added insight into what drives people.

At the end of the coaching process, participants re-take the SEI to clearly identify areas of progress, to set next
goals, and provide accountability for the program.

At present, over 100 facilitators have been, or are being, trained to provide the SEI assessment and coaching, and
to run LEAD1 worldwide.

Results
Initial responses to the program are extremely positive.  LEAD1 trained managers are showing increased ability to
push the FedEx strategy and the “People First” leadership philosophy. In the words of a program participant, one
of FedEx’s senior widebody captains,

“I began the week realizing that I was limiting myself with a single leadership style and an emotional
intelligence level that was preventing me from reaching my full potential, particularly in stressful
situations.
I learned how to apply di erent leadership styles to meet speci c situations, apply consequential thinking,
and continue to improve my emotional intelligence. I am already applying this new found knowledge in my
day to day work environment as well as my personal life.”
These insights and skills will shape the culture of FedEx for years to
come.  As Shannon Brown, Chief Diversity O cer for FedEx Express,
and the senior HR leader for the organization puts it: “At FedEx
Express, we’re committed to staying on the leading edge.  For us,
that’s always meant bringing out the best in people.  As the business
landscape becomes even more complex, we need additional
capability. Leveraging the Six Seconds approach to emotional
intelligence is helping us build a strategic asset that will let us
maintain and strengthen our culture – which is essential to our
competitive advantage.”

Quantitative Results
Another measure of success is through analysis of the SEI assessments given at the start and end of the six-
month program.  Based on comparisons of eight LEAD1 cohorts, 106 individuals (on pre-tests), the group
experienced a median increase of 8% to 11% in EQ competencies.  A paired t-test of individuals’ pre-test and post-
test comparisons shows P < 0.0001, indicating that statistically, the change is extremely signi cant.

In all the competencies of EQ (as measured by the SEI), there were a very substantial number of participants with
major increases. In any group, some participants will be more fully engaged in the process; 44% of the
participants experienced very large increases (10-50% improvements).  The largest numbers of these were the
areas of “Apply Consequential Thinking” with 54% of the participants are in this group of large increases, and
“Exercise Optimism” with 57% of the participants improving from 10-50%.

The SEI measures eight competencies of emotional intelligence as well as six outcomes:  E ectiveness, In uence,
Decision-Making, Relationships, Quality of Life, and Health. Statistically, we know that variation in EQ predicts
from 55-65% of the variation in these outcomes.[6]  This correlation was con rmed in this sample population,
where 59.8% of the variation in outcome scores can be predicted by EQ scores:

Like the EQ scores, participants’ outcome scores increased signi cantly.  Group average improvements range
from 6-10%:

Again, the question arises, “What part of the group made serious improvements?”  The largest major
improvements were in:

Decision Making where 72% made major improvements.

Quality of Life 60% made major improvements.
In uence 58% made major improvements.
 

Qualitative Results
While the data are impressive, the human stories are compelling.  Behind a 20% increase in relationships, we
heard the story of a leader rebuilding trust with her team, or a marriage staying together.  Behind a 15% increase
in Quality of Life, we heard the story of someone nding meaning and recommitting to stay sober.  That 10%
increase in Decision Making is a story of a new manager nally “getting it” that people are what create value and
changing the way he treats people.

The results of LEAD1 have gone far beyond the workplace.  Participants have shared numerous stories of using
the EQ tools to cope with loss, reunite with family members, step up to become better parents, and even make
dramatic changes to improve health and wellbeing.  By supporting new managers in this way, FedEx gains by
having more competent leaders – and also by showing its people that the company puts its values into action.  In
turn, this role models the kind of people-centered leadership that FedEx expects from all managers.

As a result of initial success, LEAD1 has expanded to FedEx regional globally – Asia-Paci c (APAC), Latin
America/Caribbean (LAC) and Europe/Middle East/Africa (EMEA). There are now certi ed SEI Coaches around the
world providing one on one “speci c customized” coaching for managers to begin this phase of their careers with
the insight and skills for people- rst leadership.

Conclusion
The success of the project at FedEx o ers several insights for other companies looking to gain value from
emotional intelligence:

Link to what matters. 

At FedEx, concepts like “discretionary e ort” and the leadership requirements from the annual SFA survey create
an internal “case” for emotional intelligence.  The champions of this project have helped leaders see that the
learnable skills of emotional intelligence are building blocks to create the kind of people- rst leadership the
company wants – which, in turn, increases economic value.  This recognition has built support of the initiative at
very senior levels.

Build internal capacity. 

By developing an internal team of emotional intelligence practitioners, the company has been able to assimilate
the concepts and skills of EQ and “translate” them to work within the company culture.  Having a large, strong
team of emotional intelligence coaches and trainers means this program can be delivered at a large scale,
creating a new “strand of DNA” to support the desired organizational culture.

Walk the Talk. 

The company tells supervisors to put people rst, so the company puts people rst.  By supporting new managers
to be good people, and investing in their growth right at the start of their management careers, FedEx senior
leadership is providing a powerful role model.

One of the basic principles of Six Seconds’ work in business is:

Emotions drive people, people drive performance. 

This simple formula makes sense at FedEx where there is a very strong recognition that productivity is created by
people – and leaders need the skills to understand what makes people really work: Emotional intelligence.

Jimmy Daniels is a leadership consultant at Six Seconds.  Previously, he was part of the team that designed and
delivered LEAD1 as Senior Management Facilitator for the FedEx Express Global Leadership Institute (GLI).  He joined GLI
after 24 years in FedEx operations, where he launched tens of thousands of airplanes as a Director of Flight Operations.
 Jimmy now delivers training and consulting for leaders and teams to build productivity through people.  Contact:
jimmy.daniel@6seconds.org

Joshua Freedman is one of the founders of Six Seconds, where he serves as global CEO.  He is co-author of the Six
Seconds Emotional Intelligence Assessment, and author of At the Heart of Leadership: How to Get Results With
Emotional Intelligence, as well as six other psychometric assessments and several books and management programs. 
For more information, visit www.6seconds.org.

[1] http://money.cnn.com/magazines/fortune/most-admired/

[2]  Ghini, Freedman, Jensen (2004), Six Seconds Emotional Intelligence Test, Six Seconds. 

[3] Anabel Jensen and Joshua Freedman (2001). Six Seconds EQ Certi cation Manual, Six Seconds.  Joshua Freedman
(2007), At the Heart of Leadership, Six Seconds.

[4] The Six Seconds EQ Certi cation and Advanced Trainer Certi cation programs
(www.6seconds.org/certi cation).

[6] Joshua Freedman, Massimiliano Ghini and Carina Fiedeldey-Van Dijk (2006), Emotional Intelligence and
Performance, www.6seconds.org. Joshua Freedman, Jayne Morrison, Andreas Olsson (2009), Leadership Success
and Emotional Intelligence In The Middle East, www.6seconds.org/tools/sei/research

Author Recent Posts

Joshua Freedman Follow me

CEO at Six Seconds

Joshua is a cofounder and ceo of the Six Seconds Emotional Intelligence Network. He is a Master
Certi ed Coach (ICF), and the second of his 5 books is the international best-seller, At the Heart of
Leadership. He's passionate about the spark that ignites at intersection of compassion and purpose.

22 Comments
Fathima Fawzy on October 1, 2021 at 12:19 am
Reply
Thank you for providing these proven results which was very informative

marty on December 10, 2018 at 1:10 pm

Reply
Thanks for sharing this interesting article. The concept of putting people rst makes
good business sense yet as we know its not always practiced.

Neves Sacala Limpo on July 19, 2018 at 12:00 am

Reply
Thank you very much for this enormous subject which enlightens emotional senses.

Dee Quick on November 23, 2014 at 8:48 pm

Reply
Thank you for providing these proven results of SEI.

MikeSmithLTS on March 10, 2014 at 5:32 am

Reply
Hi Joshua, if you have a look on http://www.ltsglobal.com you will see an instrument
which is globally researched and validated to enable an organisation to switch on
the 16 enablers to ensure learning is transferred into performance; the Learning
Transfer Systems Inventory. It is evidenced based so you could take your cohorts
and nd out what is enabling them to transfer their learning against the 16
validated enablers. Whilst 360 pre and post gives you information of change the 16
enablers will show you what really enables them to sustain their behavioural
change. Good luck

MikeSmithLTS on March 9, 2014 at 5:18 am

Reply
this is an extremely thorough and very exciting project. I wonder if you are
considering the evaluation of the project and whether the culture has a whole has
been enabled to deliver the transfer of learning into work performance

Joshua Freedman on March 9, 2014 at 8:19 pm

Reply
Hi Mike – yes, ultimately that is the goal. In an org w/ 290k
employees, it’s a long road… but they’re on the right track!

Rimmi on January 27, 2014 at 1:47 am

Reply
Thnx. This made grt rdg..shall share it eith my students..

Senda on January 16, 2014 at 4:52 pm

Reply
Great information, I think that if more people would read this the world would be a
better place.

May Ohai on January 16, 2014 at 12:27 pm

Reply
Great insight, infectious smile and enthusiasm. The concept will change the world
positively

Tuck Pescosolido on January 16, 2014 at 8:53 am

Reply
Very interesting! Thank you for sharing! I have two questions: 1) what is the best
way to get a quality copy of this article (for future reference/sharing with
colleagues), and 2) what is the preferred way to reference this article?
Thank you!

Joshua Freedman on February 15, 2014 at 5:29 pm

Reply
Hi Tuck – feel free to email me and I can share a PDF.
josh@6seconds.org
Reference depends on style you’re using… perhaps, Freedman &
Daniels (2014) Emotional Intelligence for People-First Leadership at
FedEx Express, Six Seconds.

Carlos Rossi on January 16, 2014 at 7:56 am

Reply
Thank you very much Josh for share this history about change the human part of
the world in this case in a wanderfull company.

Michele rotan on January 16, 2014 at 7:43 am

Reply
Thank you for taking the time to document what we know to be true- supporting EQ
development in the workplace has a long lasting and powerful ripple e ect

Tauqir Ahmad on January 16, 2014 at 5:06 am

Reply
Thanks for sharing one more powerful evidence on the role of EQ in performance
and leadership-a breakthrough in this direction. All the best with One Billion taget!

chetana on January 16, 2014 at 2:58 am

Reply
It is always a pleasure to read about the work of emotional intelligence. Thank you
for sharing!

shobhagowri on January 16, 2014 at 2:22 am

Reply
Thank you for sharing.It was a great reminder that something like decision making
is not just cognitive but is in uenced enormously by the a ective.

Mashhoor Alshareef on January 15, 2014 at 9:05 pm

Reply
Thanks for sharing, it makes a lot of sence.
I am gald to see the circle: Know your self, Choose your self and Give your self.

I believe strongley in Self-awareness as the foundation for and change or

development.

Ebe Chaney on January 15, 2014 at 8:53 pm

Reply
Josh,
We need to build a team SEI facilitators in India to bring about a change in
organisational culture. It is not a job of a single coach.
Ebe

Chamara on January 15, 2014 at 8:40 pm

Reply
Thank you. It’s intresting.

Max on January 15, 2014 at 10:55 am

Reply
Thank you Jimmy and Josh for sharing this terri c example of what does it mean to
be a leader!

Tim on January 15, 2014 at 10:32 am

Reply
Josh, Thank you for keeping us posted with the latest evidences of EQ in the market
place.

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