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EQ is the #1 predictor of professional success!

Full Lunch ‘n’ Learn Participants…

Managers – improve your team communication, have more fun at work, and create a more satisfied workforce.

Feel emotionally stronger, more vital, productive, and excited for Mondays.

You will get:

  • 60 min. of Emotional Intelligence Education that will produce;
  1. Mental health benefits
  2. Multi-generational peace
  3. Real-time business solutions
  4. Smarter emotional marketing strategies
  5. Improved relationships with co-workers and clients
  6. Ongoing exercises and activities to keep the HappyCamper spirit alive in your team!

How it works:

In 60 minutes we’ll guide you and your team through the smart, fun, and NEW HappyCamper EQ model. We will have a FREE pre-session assessment where you may choose to present up to 2 business issues to address in the Lunch ‘n’ Learn or we will use our own examples. We will run these issues through the model together so that you will have an immediately transformed perspective.

Call us today to book your lunch ‘n’ learn!

+1224.357.6776

or email hi@happycamper.world

Training outline HappyCamper

Each of the 7 areas will be touched on in the lunch ‘n’ learn. You can learn more about each one with more in-depth lessons that cover each basic element from each facet of the PMES and SSSR aspects.

Call us today to book your lunch ‘n’ learn!

+1224.357.6776

or email hi@happycamper.world
HappyCamper Emotional Intelligence Education Class

 

Read what others are saying:

 

“There will always be speedbumps in life, be it in your professional or personal relationships. A high EQ flattens those speedbumps and gives you the abilities you need to succeed.  The HappyCamper program is ideally suited to those who want to succeed.”

-Bashir Rahemtulla, CPA,CA, CFE, CFCS
President | Intelysis Corp

 

“Anyone that cares about culture in their company or wants to improve communication would love the HappyCamper lunch ‘n’ learn. I would have never thought of our issues like this, my brain just doesn’t work that way. The HappyCamper model is so helpful!”

-Peter Chee, CEO, thinkspace

 

“This inspired me to dig deeper in my own business, writing and speaking career. Thank you Nicole for sharing your story!”

– Robert Murray, Author of “It’s Already Inside” and “Unlocked”

 

“This education can change the world.”

-Matt Maxwell, Ph.D., co-founder AIM Language Learning

 

“I have heard more and more recently about Emotional Intelligence and really feel its so important. It isn’t surprising to see employers value it so highly.”

-Nikki Baron, Marketing Manager, thinkspace 


 

Mental health is currently the top concern amongst HR professionals. With HappyCamper you will have tools that every person can implement for their own well being at work and at home.

 


 

 

 

Why Do You Need EQ? 

by Aubrey Wursten

 

Travis Bradbury, contributor to Forbes, asserts that the reason individuals with average IQs outperform those with the highest IQs in 70% of studied cases is likely that some “average” folks are more emotionally in tune. Social science specialists long theorized that intelligence quotient (IQ) was the primary predictor of success, they are rapidly adjusting that paradigm to more heavily emphasize the importance of emotional intelligence (EQ). In his 2014 New Year’s Day commentary for Financial Post, top executive coach Ray Williams contends that emotional intelligence is not just one predictor of success, but is in fact the biggest predictor.

 

This idea may help to explain situations such as that of Henry VIII, who although unusually intelligent (and attractively royal) did not find particular success in his love life. He did not even manage to amass an enthusiastic fan club in his kingdom, despite his wit and status. As evidenced by his tendency to impulsively order executions of wives and enemies, poor Henry was probably not well liked because he was just not very emotionally savvy.

 

Huffington Post’s Dr. Ali Binazir, author of The Tao of Dating, sums up this phenomenon in his article, “Why the Smartest People Have the Toughest Time Dating.” Although it focuses on romantic relationships, the principles can easily be applied to all social interactions, including those in the home, workplace, school, and athletic team. What is Dr. Binazir’s explanation for the recent study findings? “Smart people spent more time on achievements than on relationships when growing up.”

 

Fortunately, good news awaits those who feel they need to increase their EQ. Unlike the rather rigid IQ score, EQ can be developed through education and practice. As psychology expert Kendra Cherry notes, the subject has even become a mandatory part of the curriculum in some schools. Far from being predetermined, EQ expands and blooms as it is nurtured.

 


 

What Exactly is EQ?

by Aubrey Wursten

 

Since its inception, employers have recognized that EQ is a leading factor in workplace productivity. In fact, a study conducted by TalentSmart (and cited by Travis Bradbury in Forbes magazine) found that emotional intelligence is the most important predictor of success, beating out the other 33 factors tested. The workplace model easily translates into one that can allow for a more successful home, school, or athletic team. Emotional health provides the building blocks for a marvelous collaboration in any organization.

 

What is EQ? Sometimes referred to as “EI,” emotional intelligence is the socially adept cousin of the more studious IQ, or intelligence quotient. Instead of measuring your ability to solve aggravating chemistry equations, EQ guages your ability to tolerate the aggravating lab partner working with you. In fact, not only does an individual with high EQ learn to work closely with said colleague, that individual learns to actually enjoy some of the personality quirks that others would deem intolerable, thereby creating a fulfilling relationship instead of a laboratory personality explosion. Rather than focusing on the academic aspect of psychology theories, emotional intelligence allows us to solve the mysteries of applied psychology that affect our emotional and social health.

 

In 1983, Howard Gardner first proposed that traditional IQ tests did not measure all aspects of intelligence. He theorized that other crucial aspects of “smartness” existed. These included interpersonal intelligence (the ability to read other people’s intentions and needs) as well as intrapersonal intelligence (a capacity to recognize those motivations and desires in oneself).

Daniel Goleman’s 1995 book, boldly entitled “Emotional Intelligence- Why It Can Matter More Than IQ” then became a bestseller, helping to popularize the overall concept.

 


 

Can You Measure EQ? 

by Aubrey Wursten

 

EQ can indeed be measured. Although you will find several testing methods for the 4 main EQ models, they share some basic facets. Typically, they present questions that are designed to gauge your responses to different experiences. For example, “Can you remain calm when a fellow grocery shopper aggressively nabs that last wheel of Brie cheese you were eying?” If both you and any eyewitnesses can answer affirmatively, you clearly have stellar EQ. (And may the Brie gods smile on your quest.) Here are some possible testing techniques:

 

Body Language Interpretation

 

The Greater Good Science Center at UC Berkeley offers an EQ evaluation that allows you to view different facial expressions and body positions, which you try to interpret. For example, you will want to recognize that a smile may not indicate happiness. Remember the grin you forced when the hairdresser lopped off 5 inches more than you requested? EQ helps you to notice the subtle distinction between a “bad haircut” smile and a genuine one.

 

Self-Reported Responses

 

Many quizzes, such as the Schutte Self-Report Emotional Intelligence Test (SSEIT), will have you answer questions about yourself. After giving you an example scenario, some tests may ask for your likely emotional response, your probable action, or a combination of both. This type of test may be tricky, as it requires a determination to be strictly honest with yourself. If you yelled at the cheese usurper last week, you probably should not claim on your test that such a situation would not faze you. Honesty can make you feel vulnerable, but the resulting self-knowledge is well worth the small discomfort.

 

Assessments from Peers


Because others may see truths about us that we fail to notice, we can benefit from asking people around us to help with the evaluation. Friends, family, teammates, and coworkers may shed light on issues that we subconsciously keep hidden. Although this may initially be intimidating, you will be pleased that those around you see strengths in you that you have never recognized. While you are too distracted by your tragic haircut to be self-aware, your friends may be noting the restraint you exhibited in the salon. They are probably just dying to report it on your EQ evaluation.

 


 

Business ROI on EQ Training

by Nicole Donnelly

 

The Value of Emotional Intelligence for Managers and Leaders Research has shown that over 80% of the competencies that differentiate top performers from others are in the domain of EI/EQ, yet the notion of emotions in the workplace is often greatly misunderstood. For many, EI sounds woowoo and not of high value; and according to Harvard Business Review, managing emotions is anything but woowoo.

A person’s Emotional Intelligence quotient (EQ) is a more significant determining factor in business and career success than IQ, education and experience combined. Business careers, especially at the senior level, are rarely accelerated or derailed because of a person’s intellect, type of experience, or choice of business school. The determining factors usually have to do with EQ related traits such as self-worth, integrity, empathy, and emotional stability.

Unlike IQ, which is set at birth, EQ can be increased during a person’s lifetime with proper training.

General Electric alone reportedly spends over $1 billion per year on social and emotional competencies in leadership programs (Cherniss & Adler). Cherniss and Goleman estimate that EQ based training results in as much as 8x return on investment (ROI) when compared to non – EQ trainings. Cherniss estimates that US businesses lose between $5.6 and 16.8 billion by not having appropriate EQ training.

To calculate ROI (Return On Investment) for EQ, start by looking at the average effect size between top 10 percent and lower 75 percent of leaders. The ‘effect size’ metric is a standardized method for calculating the magnitude of the difference between the two groups. The difference between high and lower EI leaders is 0.72, which is a statistically relevant difference.

Assuming an average leader salary of $75,000 per year, the difference between a high and average EQ leader equates to $21,600 per year. For an organization with 2,000 leaders this figure multiplies to $43.2 million in human capital asset value per year. While this is a large number, it still does not account for the human capital asset value improvement experienced by leaders’ direct reports.

A leaders’ value extends far beyond their individual contributions. Even a slight improvement in EQ would lead to large benefits for an organization. For example, a program yielding a one-percentage point improvement in leader EQ would provide incremental human capital value of $2,160. Even if this program cost the organization $500 per person, the ROI would be 332%.

Clearly, investments in improving EQ have the potential for dramatically improving the productivity and value of leaders in organizations. It also echoes the results of a study conducted by Bloomberg BusinessWeek and Hay Group: companies ranked in the top 20 for leadership acumen significantly outperformed the S&P 500 in both the short and long terms.

  • In UK’s Whitbread group, restaurants with high EQ managers had higher guest satisfaction, lower turnover, and 34% greater profit growth (Bar-On and Orme)
  • 75% of careers are derailed for reasons related to emotional competencies, including inability to handle interpersonal problems; unsatisfactory team leadership during times of difficulty or conflict; or inability to adapt to change or elicit trust (The Center for Creative Leadership).
  • People who accurately perceive others’ emotions are better able to handle changes and build stronger social networks (Salovey, Bedell, Detweiller, & Mayer, 199 cited in Cherniss)
  • The reason for losing customers and clients are 70% EQ-related (e.g., didn’t like that company’s customer service) (Forum Corporation on Manufacturing and Service Companies)
  • In one year, the US Airforce invested less than $10,000 for emotional competence testing and saved $2,760,000 in recruitment (Fastcompany “How Do You Feel”)
  • In a multinational consulting firm, partners who showed high EQ those who took the training reported significant improvements in their sales performance. Now all incoming advisors receive four days of emotional competence training (Fastcompany “How Do You Feel”)
  • After supervisors in a manufacturing plant received training in emotional competencies, 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).
  • Top performing sales clerks are 12 times more productive than those at the bottom and 85 percent more productive than an average performer. About one-third of this difference is due to technical skill and cognitive ability while two-thirds is due to emotional competence (Goleman).
  • Emotions and reason are intertwined, and both are critical to problem solving (Damasio). Social and emotional abilities were four times more important than IQ in determining professional success and prestige (Feist & Barron, cited in Cherniss).
  • At L’Oreal, sales agents selected on the basis of certain emotional competencies significantly outsold salespeople selected using the company’s old selection procedure by $91, 370, for a net revenue increase of $2,558,360. Salespeople selected on the basis of emotional competence also had 63% less turnover during the first year (Spencer & Spencer; Spencer, McClelland, & Kelner, cited in competencies earned 139% more than the lower EQ partners (Boyatzis).
  • American Express tested emotional competence training with Financial Advisors; trained advisors increased business 18.1% compared to 16.2% for a control group (Cherniss).

 

 

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