Psychometric Assessments

“A leader’s intelligence has to have a strong emotional component. He has to have high levels of self-awareness, maturity, and self-control. She must be able to withstand the heat, handle setbacks, and when those lucky moments arise, enjoy success with equal parts of joy and humility. No doubt Emotional Intelligence is more rare than book smarts, but my experience says it is actually more important in the making of a leader. You just can’t ignore it.”

– Jack Welch, former Chairman and CEO, General Electric Co.

To lead with emotional intelligence is to inspire, motivate and instill a sense of worth, belonging and confidence. It is to compel others to work to their fullest potential. Successful leadership is measured by the emotions of others. How does one develop such leadership skills? Leadership experts agree that it requires an ‘inside-out’ approach. It is critical for leaders to increase their awareness of their ability to manage themselves and their relationships with others. Emotional intelligence appears to be distinct from cognitive intelligence, as measured by one’s IQ. To lead with emotional intelligence involves an examination of the foundational skills and competencies that underlie leadership competencies. It involves a thorough understanding of the component parts of emotional intelligence and how each one can be developed in the workplace for greater organizational effectiveness.



Emotional Intelligence Assessments can help!

The awareness an employee and/or leader will gain around their self-perception, self expression, stress management, decision making and interpersonal capability will be a key success strategy and difference maker in:

  • the SELECTION of highly qualified EMPLOYEES and LEADERS to your organization

We know what you’re up against. It’s not enough to say that it will work.

You need to bring to the table evidence of a clear return on investment; that is: clear statistics and research that link the EQ-i to:

  • Higher sales and profits
  • Increased performance
  • Improved customer satisfaction
  • Decreased attrition rates


American Express Financial Advisors’ Sales increased 18% after attending an Emotional Competence Program. Sales in regions where the managers attended the program increased 11% over sales where sales managers did not attend this program (MHS 2007)

American Express The EQ-i predictive model accounted for significant differences between high and low performing sales representatives. The EQ-i accounted for: 48% of the variance in performance, or in other words, almost one-half of the skill set required of a successful customer focused sales associate (MHS 2007)

The United States Air Force developed a pre-employment screening system. These findings led to the following: 92% increase in retention, $2.7-million in training cost savings in the first year alone, a report to a congressional sub-committee stating that Air Force recruiters are twice as productive as recruiters in other branches of the armed
forces. (Gourville, 2000; Handley, 1997

People flock to organizations with emotionally intelligent work environments. We have witnessed these kind of companies grow and move forward—even in times of struggle. By contrast, it’s a risky proposition to disregard the impact of Emotional Intelligence. Organizations that do not invest in EI are going to deteriorate over time. They are going to lose the talent they have. They are not going to be able to attract or retain the talent they need, and they are no longer going to be organizations of the future.

— Dr. Steven Stein, Chief Executive Officer, MHS



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