• Trainers & coaches: to better understand what emotions their clients and participants feel
• Sales professionals: to see what their potential clients are not saying with their words
• CEO’s & Managers: to be aware what their employees experience and for better people management
• Recruiters: to see if the potential candidates speak the truth
• Negotiators: to see the hidden emotions on the face of others
• Everybody who meets people: to build happier and more authentic relationships

• Career Success: Emotional Intelligence, as a determinant of high performance, is twice as important as technical and cognitive skills combined for a successful career (Daniel Goleman, published in Harvard Business Review, “What Makes a Leader?” in 1998)
• Developing Leaders: Emotional Intelligence is more than 85% of what enables “star performers” to develop into great leaders
• Dealing with difficult Clients/Teams: Developing EI skills increases the understanding between people which minimizes time wasted arguing and defending turf.
• Team Performance: People with highly developed emotional skills get along better and don’t let anxieties and frustrations get in the way of efficiently solving problems.
• Motivation/Empowerment: People with high emotional skills positively impact every person they contact. They are the role models of excellent performance.
• Time Management: People with high EI skills do not waste time worrying, arguing, and second-guessing themselves in interaction with others. They choose more productive behaviors.
• Stress Reduction: People with strong emotional skills easily handle emotions of anxiety, frustration, and fear that cause stress in today’s work world.
• Talent Retention: Leaders with highly developed emotional skills have been shown to be the best, most effective bosses, the kind talented people want to work for.
• Customer Satisfaction: Excellent customer service is based on sincere care. People with high EI skills take care of themselves and extend sincere care to others.

Inspired by Daniel Goleman’s article “What Makes a Leader?” published in The Harvard Business Review in 1998, the top management team of Johnson&Johnson decided to fund a study that “would assess the importance of Emotional Intelligence in leadership success across the Johnson&Johnson Consumer Companies”. The study, which was conducted by Kathleen Cavallo and Dottie Brienza on a randomly selected 358 managers, found “a strong relationship between superior performing leaders and emotional competence… Leaders who received performance ratings of 4.1 or greater on a 5-point scale were rated significantly higher than other participants in all four of the emotional intelligence dimensions of self-awareness, self-management, social awareness, and social skills by supervisors and subordinates”.