Due to increasing demand for our Leadership Development (EQ) services, EQ How is now hiring in Asia Pacific & Africa. Our services include Speaking Events, Leadership Coaching, Experiential Workshops, Leadership Consulting and EQ Assessments.
As a premium brand, we seek seasoned Executive Coaches with management experience, credentials from Accredited Coach Training Programs, and “Big Two” EQ Certification in either the EQ-i 2.0 or the ESCI. Other requirements include fluency in English and local residency.
For Hong Kong, Cantonese is also preferred. For Shanghai-based professionals who meet these requirements, we are interested in discussing potential partnerships. All qualified candidates are invited to submit their CVs to hr@EQHow.com
EQ How is delighted to add Chinese services to our Leadership Development portfolio. We have added Mandarin and Cantonese language skills to our Leadership Coaching team while hiring for “Big Two” certification (EQ-i 2.0 or ESCI), management experience and foundation in an Accredited Coach Training Program – a rare combination in Asia.
Complementing our Leadership Coaching services, we are pleased to provide Mandarin EQ Assessments from our global partner Multi-Health Systems (MHS) of Canada. Already the world leader in EQ Assessments, research-based MHS continues to extend their reach with languages to support Emotional Intelligence development.
Growing up in Toronto, I first encountered public speaking when I ran for VP Student Council in grade 6. While I lost the election with just one poster and no flyers, everyone remembered the speech! I didn’t know it then, but I had found my creative space.
Emotional Expression is one of several EQ benefits to public speaking. Our global partner Multi-Health Systems (MHS) describes this as “expressing feelings both verbally and non-verbally.” For effective communications, you need congruence, as otherwise Albert Mehrabian’s famous research finds that only 7% of your words are received.
Later in 1987, I embarked on community public speaking; client and work presentations followed after university; and eventually, I found my way to teaching, training and then my own Leadership Development business. I took the unconventional route of finally joining Toastmasters after 100 speaking venues across 5 countries.
In Hong Kong, I discovered like minds at both Centraler Toastmasters and Dynamic Toastmasters. We refer to the Toastmaster journey – finding your authentic self, being open to peer feedback and learning together. With TM best practices, I have watched as those once fearful of public speaking have truly become confident communicators.
Self-Confidence is one of Daniel Goleman’s EQ competences, which he describes as “knowing your abilities and playing to your strengths.” While I bring leadership & life experience, I am learning to extend my versatility and practice humour & storytelling for my Speaking Events. Many Toastmasters take on leadership roles at the club, area or division levels.
Another EQ benefit of public speaking is Interpersonal Relationships, which MHS describes as “building and maintaining relationships”. You speak to your peer group, and in addition to sharing feedback & social events, there are opportunities for integrated meeting roles such as Toastmaster of the Evening and Table Topics Master.
Below, Centraler Toastmasters wins 3 awards at the Area K1 contest in Hong Kong (Ruth Benny, Salim Ladak & Sean Lin).
After 18 months of Research and Development, EQ How is excited to launch our EWMs – Experiential Workshop Modules! The starting premise of our design was what are the problems with even the most popular training programs and tools. Here, we list the major training issues:
The problem with mainstream corporate training is that it doesn’t engage learners. Struggling to show meaningful results in the workplace, trainers who just try to be interactive no longer meet the bar. As executives learn by doing or through activities, the E in EWMs stands for Experiential.
There are two varieties of training requests from corporations. The first type is interested in what vendors provide off the shelf or in their portfolio. The second type seeks a custom design to meet their unique needs. To address the needs of both types, the M in EWMs stands for Modules – 27 to be exact.
On June 26th 2014, Salim Ladak, CEO of EQ How, will be the onstage Speaker at the Society of Actuaries (SOA) Asia Pacific Annual Symposium, to be held in Macau. This 4th Annual event for global actuaries and professionals will focus on the theme of “Breaking New Ground: New Skills, Techniques and Trends.” Registration is now available through SOA.
Salim’s onstage topic is Getting Promoted to Success. Beginning with the satirical Peter Principle that people tend to get promoted to their level of incompetence, he will illustrate how and why Emotional Intelligence (EQ) can enable actuaries to succeed as they take on roles of increasing leadership. Competencies that support their climb up the corporate ladder include influence, teamwork and collaboration, conflict management, developing others, being a change catalyst and inspirational leadership. Salim will share stories and highlight examples based on the two leading EQ models – the BarOn EQ-i 2.0 and Daniel Goleman.
Salim recently spoke on Leadership Success to 130 managers at PMI Hong Kong, where he posed below for a photo with Anthony Tsui, VP Programs (Select Testimonial).
On February 27th 2014, Salim Ladak, CEO of EQ How, will be the Guest Speaker at Project Management Institute (PMI) Hong Kong on the topic of Leadership Success. Registration is open to the public through PMI Hong Kong (SOLD OUT on Feb 18) and a description follows:
As a Senior Manager, Manager or Project Manager, key leadership competencies include influencing others, being a change catalyst, collaboration, conflict management and developing others. In fact, the higher up you are in an organization, the more vital are these EQ competencies to leadership success. This seminar will explore these competencies by drawing reference to the two leading EQ models – the BarOn EQ-i 2.0 and Daniel Goleman – and by sharing insights gained from the guest speaker’s extensive background in leadership development, consulting and management.
Happy New Year! In Part 2 of our series covering joint research from the Human Capital Institute (HCI) and Multi-Health Systems (MHS), we expand on the importance of EQ to Leadership Development.
In their report entitled “Leadership and Emotional Intelligence: The Keys to Driving ROI and Organizational Performance”, they found that “organizations that value and widely use Emotional Intelligence are 3.2x more likely than other organizations to have effective overall leadership development efforts.”
When they further explored the ROI of different methods of integrating EQ, they discovered that the greatest impact on EQ occurs from Leadership Coaching. The following identifies the overall increase in EQ performance between organizations that do or do not use these methods:
Their research is based on an online survey conducted in April – May 2013 with 784 respondents representing more than 500 organizations worldwide. The complete study is available from HCI or MHS.
EQ How continues to provide our Hong Kong and Asian clients with the best solutions for EQ and Leadership Development. For further information about EQ or Leadership Coaching, kindly select Contact from the menu.
According to 2013 landmark research by the Human Capital Institute (HCI) and Multi-Health Systems (MHS), both Executive Coaching and EQ Assessments topped the list of effective Leadership Development methods, with 60% of HR Managers finding both to be “effective” or “very effective”.
Much lower in the list were Workshops at 39% and Classroom Training at 30%. This is in contrast to everyday practice, where the most commonly used methods of Leadership Development are Workshops at 80% and Classroom Training at 73%.
Entitled “Leadership and Emotional Intelligence: The Keys to Driving ROI and Organizational Performance”, the research is based on an online survey conducted in April – May 2013 with 784 respondents representing more than 500 organizations worldwide. The complete study is available from HCI or MHS.
EQ How continues to provide our Hong Kong and Asian clients with the best solutions for EQ and Leadership Development. For further information about Leadership Coaching or EQ Assessments, kindly select Contact from the menu.
In early October 2013, EQ How was selected by HSBC Asia Pacific for EQ and Leadership Coaching. Our unique expertise, track record and global recommendations were amongst the reasons why we were selected to coach HSBC Senior Executives.
The HSBC Group is one of the world’s largest banking and financial services organizations through four global businesses: Commercial Banking (CMB); Global Banking and Markets (GBM); Global Private Banking (GPB); and Retail Banking and Wealth Management (RBWM).
Established in Hong Kong in March 1865 and in Shanghai one month later, The Hong Kong and Shanghai Banking Corporation is the founding member of the HSBC Group.
Since opening our Hong Kong office, EQ How has received a lot of Asian interest in EQ Coaching. Many enquiries also come from other Executive Coaches who increasingly hear about the relevance of EQ to senior leadership. Herein, I hope to share my thoughts on EQ Models.
Firstly, as part of our Leadership Development services, EQ How is partnered with Multi-Health Systems (MHS), the world leader in EQ Assessments with the EQ-i 2.0, one of the “Big Two” models. By clicking on this model link, you will see the wheel, which depicts the 15 EQ competencies split across 5 sections: Self-Perception, Self-Expression, Interpersonal, Decision Making & Stress Management. Based on the original EQ research, I have found that these 15 competencies provide helpful granularity for EQ Coaching.
For example, under Interpersonal, does an executive build & sustain Interpersonal Relationships, and does he/she use Empathy to build a collaborative tone & connect with others? Or for Self-Expression, what is the measure of the executive’s Assertiveness – do they lean towards aggressive or passive behaviour? And for Decision Making, does the executive exercise Impulse Control, and do they support their decision with a Problem Solving structure?
Also mentioned on the same link is Daniel Goleman, whose research led to the second of the “Big Two” models. His famous 1995 book Emotional Intelligence depicts his model as a 2×2 matrix, resulting in: Self-Awareness/Self Management and Social Awareness/Relationship Management. Under these four categories, he identifies 18-20 competencies, depending on the version. What I like best about Goleman and the ESCI assessment, distributed by Hayes Group, is the management terminology in the competencies.
Although it doesn’t offer one of the big two models, Six Seconds has helped to get the message out about EQ Coaching. From their roots in developing EQ in children, they have embarked on an ambitious mission to help the world practice Emotional Intelligence skills. While they emphasize behaviour change when applying a model, this is already core to the practice of professional coaches. Their marketing is helping the EQ industry to grow.