在全球领先的制药公司之一中，基于六秒钟的情绪智能评估和方法论，倒塌的关键帐户团队在崩溃的边缘实施了六个月的学习和教练干预。现金网赌钱网站干预之后，情绪智力评分增加了8.9％，与双位数的金融增长，高性能评估和多次促销有关。

背景：团队挑战

一家世界知名的制药公司面临着业务绩效至关重要的团队面临的挑战。尽管公司名称是机密的，但该团队的负责人欧内斯特·麦克拉姆（Ernest Makram）博士同意为此案提供评论。

Makram’s team is called KAM – for Key Accounts Management. The team was established with the responsibilities of:

• Representing, portraying and maintaining the positive image of the company in the market.
• Being the central point of contact of key decision makers.
• 是迪拜卫生局和卫生部等关键实体与部门内部负责人之间的积极联系和联络。

启动一年后，KAM团队处于崩溃的边缘，团队成员被确定为多余。从本质上讲，对团队的目的和方向缺乏明确性，这导致整个公司对团队的看法不利。公司其他地区缺乏认可和认可影响了产生的工作质量，并导致了团队中的信任，信心和信誉。

The KAM members showed a loss of self-confidence, decrease in optimism and motivation and a reluctance to being proactive. On going behavioural challenges from hostility, aggression, frustration, resentment was observed.

“The Team was crushed, devastated and experienced a great loss of confidence and morale. They were confused, unclear and uncertain in respect to their roles and expectations”
- 欧内斯特·麦克拉姆（Ernest Makram）博士。

当他成为团队负责人时，Makram博士确定该团队在公司内的目的和身份尚未理解或赞赏。此外，现状对团队的信心，士气和自我产生了负面影响。Makram知道，为了改变团队的绩效和生产力，他必须解决促进性能和生产力的人类元素的关键元素 - 人类元素。

“In this case, it was crystal clear this team needed EQ as a key part of the transformation we wanted to create. They all had the IQ it takes to perform and deliver results, but they needed the force behind that – investment in the human element”
- 欧内斯特·麦克拉姆博士

Implementation: EQ for Team Performance

为了支持这个关键任务团队以提高绩效，该公司签约了Dynamic Learning，这是一家在迪拜专家的专业咨询公司，分别是六秒钟的情商工具和方法。现金网赌钱网站与负责人和培训经理合作，动态学习设计了一个为期6个月的学习旅程，融合了培训和教练。

该项目是使用六秒钟的现金网赌钱网站Change MAP, an iterative process for organisational transformation. The Change MAP follows three phases:

更改图创建了一个结构来设计和管理团队开发过程。该设计始于通过使用数据，然后发展技能，最后通过重新评估和澄清增长来吸引人们参与此过程。该图表显示了团队开发计划的设计：

参与：创造变革的途径（第1阶段）

该阶段始于与团队负责人和培训经理的会议，以确定一系列明确的目标和期望。

“我想要一项将要进行的干预措施，团队将受益于短期快速固定，而是使他们能够意识到自己的真正潜力 - 继续使他们能够继续做得更好，继续前进，继续成为自己的更好版本”
- 欧内斯特·麦克拉姆博士

下一步包括与每个团队成员的电话对话，以建立他们的动力和准备就绪，并告知他们学习路径。

Team Assessment Tools

每个团队成员完成了SEI，现金网赌钱网站六秒钟的情商评估，确定情商的水平，优势和可能的障碍。

The SEI is based on the Six Seconds Model of Emotional Intelligence consisting of eight core competencies divided into three macro areas:

Self Awareness, called “Know Yourself” includes two competencies: Enhance Emotional Literacy and Recognise Patterns.

Self Management，称为“选择自己”，包括四个能力：应用相应的思维，导航情绪，参与内在动机，锻炼乐观。

自我指导, called “Give Yourself,” includes two competencies: Increase Empathy and Pursue Noble Goals.

The assessment provides an overall EQ score plus scores for each of the three macro areas and each of theeight competencies总共12个规范值：

From the individuals results we generated a Team Report:

GR:小组报告 - 此个人资料显示EQ能力的分布。它专为计划计划和教练/培训而设计。

SEI组报告结果

情商能力：

Performance Outcomes Linked to Emotional Intelligence:

结果表明，团队成员具有功能性的情绪智力水平，表明在大多数情况下，团队的技能都很好地为他们服务，但在压力时可能会成为一个挑战。平均而言，他们的力量在于对希望和可能性的积极看法，并将他们的日常选择与他们的总体目的感联系在一起。团队成员似乎有能力维持工作与个人生活之间的平衡和满意，并认为他们的决策能力很高。

团队成员平均面对的挑战包括能够识别和适当应对他人情绪（同理心）以及能够评估，利用和转变情绪作为战略资源（导航情绪）的能力。团队成员在参与之前平均评估风险；当事情没有像他们所设想的方式时，这对他们管理情绪的能力产生了影响。该团队似乎“逃脱人”以实现自己的目标。这与他们较低的后果思维对他们的低健康分数产生了影响。

激活：发展团队技能（第2阶段）

Based on the information gathered from the Engage phase we developed a 2 stage approach:

1. Training
2. 教练

Training

动态学习量身定制了为期两天的情商研讨会。

The workshop focused on the following objectives:

• 确定个人情商的水平
• Recognise how emotional intelligence improves effectiveness, decision-making, influence, relationships, and career status
• 通过学习情绪和模式来提高自我意识；有意行动的能力；和目的的力量
• Develop skills to increase self-management and its importance in developing relationships
• 确定利用优势 /发展领域的方法以进行改进

教练

教练过程始于参与者的SEI个人资料的一对一汇报，作为目标设定的框架。教练确定了提高的特定能力，以及利用的优势，以及如何利用这些能力来提高绩效。教练过程专门针对每个人的固定目标量身定制。教练会议在4周的差距中分散，以允许成员运用新的行为并确定进一步的挑战。

“很想注意，随着旅程的进行，个人成员变得多么开放和透明。在研讨会期间，我必须调查以使个人开放，因为他们提高了自我意识，他们变得更加开放，可以分享和应对自己所创造的挑战”
- KAM团队教练

反思：EQ干预的ROI

5个月干预后，反思阶段包括团队成员重新进行SEI评估以衡量改进和投资回报率。结果以研讨会格式提交给他们，以确定现状和下一步的改进步骤。

前情绪智力评估

The images below show the comparison between the 2 SEI reports with a 5-month gap. The coloured and shaded bars are the latest results.

情绪智力能力的比较：

Comparison of Performance Outcomes:

The Team’s overall EQ increased by 8.9%, moving from being Functional to Skilled; a significant improvement in a short time. The significant increase inEnhance Emotional Literacy(14.2%) assisted individuals to identify and understanding their own feelings, which had an impact on their ability to better manage their feelings (导航情绪); and in turn increased their ability to evaluate the costs and benefits of their choices, including behavioural choices (Apply Consequential Thinking15.2%). This ability as well as the improvement on being able to manage their emotions – responding versus reacting – had a positive effect on the Relationships Score (16.9%).

The greatest improvement was in theEngage Intrinsic Motivationcompetency (16.3%); this indicates a stronger internal drive to gain energy from values and commitments versus being driven by external forces. This was a profound improvement as the external environment had a significant effect on the Team’s motivation prior to the interventions. The improvement in motivation led to the Team viewing their efforts as more effective; increasing the Effectiveness outcome score.

Overall the results are more balanced and stronger than before.

公司结果

At the end of year the KAM Team was the only country in MENA region that achieved their financial targets and showed outstanding double digits growth.

2014年底，KAM团队的行为变化是通过公司调查引起的，最高的变化如下：

• They have a strategic vision
• Have a more significant impact on the company
• More focused and dedicated
• Easier accessible and more approachable
• Include others and are more supportive
• More fun to work with

3 members of the Team were promoted after the interventions:

• One was headhunted by another pharmaceutical company (among the top 5 globally), with regional responsibilities as Head of KAM of Gulf region
• 第二次在公司内部搬到另一个部门，负有区域责任
• 第三名被提升为商业业务主管

团队主管

The change was transformation on all levels throughout the team. It was gradual but tangible every step of the way, exactly what I wanted.

高水平的动力，动力，热情和乐观助长了表现。愿意工作，实现，交付和超出期望。生产的工作质量非常好。团队成员之间的协同作用是强大，积极主动的和充满活力的。团队成员之间的关系蓬勃发展，我目睹了出色的沟通技巧，良好的理解水平，合作和协作。我记得看到他们在充满挑战的时期和情况下互相指导！

在个人层面上，他们感到一种独特的感觉 - 他们分享了深刻的东西，只有他们才能理解的经历，这使他们能够以比以往任何时候都更加个人化。他们感到自豪。

That pride alone, after experiencing feelings of alienation, lack of importance and undervalued work, speaks volumes.

Makram博士的底线：

“It is clear that EQ changed the life of each one in the KAM team and the good thing is that this change will have its domino effect and will help others to have a new life”

♦

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