Results from an intervention conducted by an international petroleum company showed that 10 core skills differentiated superior from average performers across five work roles. Seven of these are EQ skills. It was found that EQ skills create an environment that enables IQ and technical knowledge to be used effectively (traction), resulting in an organisational capability to achieve international business success.

A study was conducted on 358 managers within Johnson and Johnson global. Results show that the highest performing managers have significantly more ‘emotional competence’ than other managers.

US Air Force. In the USAF groups of recruiters were divided into high performers (over 100% of recruiting target) and low performers (less than 80%). High performers had considerably higher emotional intelligence scores than low performers. After one year of using an EQ screening tool for hiring recruiters, the USAF cut financial losses by 92% or $2,760.000. A more comprehensive study within the Israeli Defence Force (IDF) showed similar results relating EQ to performance among soldiers, soldiers chosen for elite flying units, and leadership potential.

American Express. The Life Insurance division at American Express implemented an EQ development process for Financial Advisors and Managers which has been running for some time. The results show a significant increase in new business when measured against the control group.

Experienced partners in an international consulting firm were assessed on the EI competencies. Partners who scored above the median on 9 of the 20 competencies delivered $1.2mil more profit from their accounts than did other partners – an incremental gain of 139%

In a national insurance company insurance sales agents who were weak in emotional competencies such as self-confidence, initiative and empathy sold policies with an average premium of $54,000. Those who were very strong in at least 5 of 8 key competencies sold policies of R114,000.