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Consortium for Research on Emotional Intelligence in Organizations ( www.eiconsortium.org )

Roadway was launched. The program produced direct and measurable results in the

following three years.

As an example of the program’s impact occurred with the implementation of a

company-wide safety initiative started in 1999. The rollout was so successful that:

Roadway saved $6 million since inception;

The number of injuries decreased by 43% annually; and

The number of accidents decreased by 41% annually.

Roadway is a different company now. Executives and managers, drivers and

dockworkers, union representatives and staff talk excitedly about what it means to work

at Roadway. Their excitement is contagious and inspires a new level of confidence in

their customers. Jim Staley, Roadway’s President, says, “We’re convinced we’re

developing leaders at every level of the organization. That‘s what we’re doing with EI

(Emotional Intelligence). We want to not just develop leaders in the senior management

team, but at every level…The resonance anybody can create as a leader can improve

performance for the individual and the organization.”

Here’s how they made it all happen. In 1999, company leaders recognized that

culturally, Roadway needed to change. The company’s culture originated and evolved

during decades when management practice was typically more traditional. It was

characterized by hierarchy, a command and control style and in recent years average

financial performance. Top executives identified that what they needed was

breakthroughs -breakthroughs in performance, leadership and management. A vision

emerged as “everyone is fully engaged in the success of the company and committed to

the success of each other.” The leadership program became the launch pad for attuning

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