Teambuilding

Insite Strategist, LLC

Tired of the same old team building programs?

Ready to implement changes that last?

Do you wish your employees would just use their head?

Insite Strategist offers innovative team building programs that teach your employees how to utilize their whole brain. By sharing the latest research on the psychology, neurology and biology of human change, people uncover how to make a neurological change, boost their emotional intelligence, build strong teams and improve customer relationships.

Each program is customized to your needs by combining our expertise in psychology along with data on your employees, company goals and challenges. Created to stimulate the whole mind, every program includes experiential elements and hands on tools to help cement long term changes for success.

Our Out of the Box Team Building Experiences are based on:

~ A Commitment to meeting your goals. Therefore every adventure is different...

~ Each adventure begins with a Insite Strategist’s assessment combining a unique blend of individual and company EQ Assessments, challenges and goals.

~Based on your company’s assessment, a highly unique and fun adventure is created to challenge the needs and goals of individual employees, the team and the company.

Don’t get left behind, learn how EQ training helped other companies...

~Experienced partners in a multinational consulting firm were assessed on the EQ competencies. The partners who had boosted their EQ delivered $1.2 million more profit from their accounts than did other partners – a 139 percent incremental gain (Boyatzis, 1999)

~The Air Force saved $3 million annually by using emotional intelligence screens to select recruiters and increased their ability to predict successful recruiters by nearly three-fold lowering costs of turnover. These gains resulted in the Government Accounting Office submitting a report to Congress, which led to a request that the Secretary of Defense order all branches of the armed forces to adopt this procedure in recruitment and selection. (The GAO report is titled, "Military Recruiting: The Department of Defense Could Improve Its Recruiter Selection and Incentive Systems," and it was submitted to Congress January 30, 1998. Richard Handley and Reuven Bar-On provided this information.)

At L’Oreal, sales agents trained in emotional intelligence significantly outsold salespeople without training. On an annual basis, salespeople selected on the basis of emotional competence sold $91,370 more than other salespeople did for a net revenue increase of $2,558,360. Salespeople trained in emotional intelligence also had 63% less turnover (Spencer & Spencer, 1993; Spencer, McClelland, & Kelner, 1997).

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 emotional competencies sold policies worth $114,000 (Hay/McBer Research and Innovation Group, 1997).

For 515 senior executives analyzed by the search firm Egon Zehnder International, those who were primarily strong in emotional intelligence were more likely to succeed than those who were strongest in either relevant previous experience or IQ. In other words, emotional intelligence was a better predictor of success than either relevant previous experience or high IQ. More specifically, the executive was high in emotional intelligence in 74 percent of the successes and only in 24 percent of the failures. The study included executives in Latin America, Germany, and Japan, and the results were almost identical in all three cultures.

Research by the Center for Creative Leadership has found that the primary causes of derailment in executives involve deficits in emotional competence. The three primary ones are difficulty in handling change, not being able to work well in a team, and poor interpersonal relations.

An analysis of more than 300 top-level executives from fifteen global companies showed that six emotional intelligence competencies distinguished stars from the average: Influence, Team Leadership, Organizational Awareness, self-confidence, Achievement Drive, and Leadership (Spencer, L. M., Jr., 1997).

After supervisors in a manufacturing plant received training in emotional competencies such as how to listen better and help employees resolve problems on their own, lost-time accidents were reduced by 50 percent, formal grievances were reduced from an average of 15 per year to 3 per year, and the plant exceeded productivity goals by $250,000 (Pesuric & Byham, 1996). In another manufacturing plant where supervisors received similar training, production increased 17 percent. There was no such increase in production for a group of matched supervisors who were not trained (Porras & Anderson, 1981).