Category Archives: Emotional Intelligence

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Emotional intelligence and teamwork: How EQ Helps You Get More from Your Team

Emotional intelligence, often dubbed EQ, is trending in leadership spaces. The 1994 book by David Goldman has gone on to affect nearly every aspect of how organizations choose and look for leaders.

While it’s understood that management needs emotional intelligence, the same applies for teams. Actively working to promote and train EQ inside of teams will help to boost productivity and motivation inside the team. Emotionally intelligent teams are more productive, better at collaboration, and better at communication.

5 reasons emotional intelligence and teamwork must exist together

Conflict Resolution

Conflict resolution inside of teams often requires a significant amount of emotional intelligence, especially in high-pressure or deadline roles. With each member often working to feed work back into other members of the team, even simple conflicts can create bottlenecks and pause work. Emotional intelligence greatly benefits communication skills, giving employees better tools to discuss problems empathically, to consider the other person’s side, and to vent frustrations and concerns before they become major problems.

Collaboration

Teams should be able to work together as a cohesive whole, meaning that they should know what each is capable of in terms of time, emotional and physical energy, and quality output. Building team trust is one key factor here, which can often be achieved through successfully performing small (but difficult projects) as well as encouraging time spent together outside of the workplace. In fact, creating opportunities outside of the workplace can help team members to relax, get to know each other better, and learn to be friends rather than simply colleagues, which will boost collaboration in the office.

Self-Awareness and Emotional Management

While good emotional intelligence is often about how you interact with others, it’s also about how you understand yourself. Employees who are aware of their own emotions, problems, and reactions are much more likely to regulate emotions, take breaks to manage stress, and react empathically when someone in their team is venting or stressed.

Understanding Team Capabilities

Good emotional intelligence will contribute to empathy and how well each team member understands their colleague’s roles and responsibilities.

Some companies, like Hewlett-Packard, deliberately work to foster this by integrating role-switching and cross-training, where team-members deliberately take on each other’s roles or train in their responsibilities so that they have a better understanding of what it involves.

Creating Motivation

Emotional intelligence means recognizing the efforts and input of others, which often requires action. Emotionally intelligent teams a work to recognize each other’s accomplishments, give credit, and are therefore often more motivated with a better sense of purpose.

You can work on this by creating a deliberate structure to encourage praise or giving credit to team members, creating team workshops and sessions to build missions and vision statements, and giving everyone the opportunity to thank each other at meetings.

Good emotional intelligence gives teams the foundation to work together productively by creating a shared sense of empathy, ensuring that team members understand each other and their problems. It allows the team to prioritize communication and collaboration.

While you cannot force emotional intelligence inside of a team, you can work to create conditions that foster it, so your team has every opportunity to develop.


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IQ is great, but EQ is more important for your career

A high IQ and technical skills are great to have, but surprisingly, STEM (science, technology, engineering, medicine) expertise is less important than soft skills when it comes to being a top employee at Google.

Hiring departments have historically prioritized technical skills, such as the ability to code in Ruby on Rails, or an understanding of Microsoft Office. Google’s Project Oxygen looked at what made a great manager, and discovered that among the most important qualities of Google’s top employees, soft skills trumped technical skills.

Top characteristics of success

  1. Being a good coach
  2. Communicating and listening well
  3. Possessing insights into others (including others different values and points of view)
  4. Having empathy toward and being supportive of one’s colleagues
  5. Being a good critical thinker and problem solver
  6. Being able to make connections across complex ideas

Google hires some of the best and brightest in the world, with teams of top scientists and specialists in their field. However, when Google’s Project Aristotle looked at what made teams productive, they found that the company’s most important ideas came from “B-teams” made of employees who aren’t always the smartest people in the room.

What made those teams better than the “smarter” teams? They exhibited a range of soft skills, such as emotional safety, curiosity towards teammates’ ideas, empathy, and emotional intelligence. Even if a team had the smartest people in their fields, if they didn’t know how to collaborate and support each other, they didn’t produce results on par with teams that did. In the best teams, every team member must be confident to speak up and make mistakes without being seen as ignorant or incompetent.

When you look at other leading companies, you see the same trends emerging.

“A recent survey of 260 employers by the nonprofit National Association of Colleges and Employers, which includes both small firms and behemoths like Chevron and IBM, also ranks communication skills in the top three most-sought after qualities by job recruiters.” – Cathy N. Davidson

The HR industry already knows about the importance of technical skills when hiring, but we are responsible for hiring individuals who will contribute to overall success, not just “the smartest person in the room.” We must focus more efforts on finding employees who have the soft skills every company needs, from EQ to communication skills. When lacking, we are also responsible for making sure our teams get trained in these soft skills to move forward with a healthy, psychologically safe work environment for everyone.

 


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How to Apply Emotional Intelligence in Difficult Workplace Scenarios (Part 2)

This is part 2 of our series on applying emotional intelligence in difficult workplace scenarios. Part 1 covered unwarranted criticism and a lie from a colleague.

Scenario 3: Two Colleagues Are Arguing, They Put You in the Middle

Your department has been having a lot of problems and tensions are high. Two colleagues start an argument over who was responsible for a task that was left unfinished and is now holding up a large project. They call you into it, asking you to name who was responsible.

While there are cases where one person is very clearly wrong, workplace arguments often stem from misunderstandings, difficulty communicating, and an inability to compromise. You should step back from the situation and evaluate what happened and why. In many cases, there is no clear-cut winner, and there shouldn’t be. Instead, you should ask them what they are doing to resolve the problem, how they can work to fix it together, and how they can work to avoid such delegation errors in the future.

Scenario 4: Your Colleague Turned in a Task Behind Schedule and Doesn’t Realize How It Affects You

Your colleague turns several tasks around behind schedule, leaving you waiting and behind on your own work. You’re frustrated with the wait but your colleague doesn’t seem to care.

Using emotional intelligence in this situation requires that you stop to consider what factors might be affecting your colleague’s performance. For example, they might be facing technological delays, might be stressed from a personal-life occurrence, or might even be sick. A good approach would be to ask why they are behind, and then, if possible with your own workload, offer to help or ask their boss to provide someone to assist on the task.

It’s crucial to avoid blame or becoming angry, even if it’s frustrating for you. Instead, you should work to proactively understand what might be holding them up, look for a solution where possible, and try to prevent similar problems in the future. For example, you could ask the colleague to create a timeline or schedule planning with you, so that neither of you are bottlenecked by the other.

Scenario 5: Your Colleague Plagiarizes Your Ideas in a Meeting

You give your input on a new project, using your past experience to suggest a plan of action and your own ideas. At the follow-up meeting, your colleague presents your idea with some of their own ideas, eventually receiving praise for the idea from your boss.

In this situation, it’s both important that you consider your own emotional needs for validation and your colleagues emotional needs and motivations. They may not have intended to talk over you or plagiarize your idea and if they did, discrediting them in public could be demoralizing.

Speaking up to make it clear that you had something to do with the idea without completely discrediting your colleague would be an emotionally intelligent response. For example, by saying that while discussing it with the colleague last week, you had come up with additional ideas as well you could defuse the situation, which you could follow up with a private discussion.

If you can recognize internal feelings and emotions as they happen, you can control what you are feeling and why. Separating emotions and using logic to reason through difficult scenarios will allow you to make better decisions, to better consider the motivations and emotions of others, and to make choices that benefit everyone involved.


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How to Apply Emotional Intelligence in Difficult Workplace Scenarios (Part 1)

Emotional intelligence is an important leadership skill and one that is being considered more and more by HR and in hiring, recruiting, and promotion. First outlined by Daniel Goleman in his book of the same name, the concept has since taken off, and for good reason.  However, developing your emotional intelligence and actively working to improve yourself in this area can be difficult, in part because of the transient nature of emotions.

Emotional intelligence involves factors such as how you create and resolve conflicts, manage anger, deal with adversity and moods, how well you give and take criticism, how you solve problems, how you self-motivate, and even how you respond (productively) to the feelings and emotions of others.

While you likely know that, and you have probably read books or taken courses on the subject, you’re also likely wondering, how do you actually apply emotional intelligence in the workplace.

These common but difficult workplace scenarios should give you a good idea of how to go about applying your emotional intelligence to a problem. This is especially crucial if you have been asked to start working on your emotional intelligence but aren’t aware of how to or even what counts.

Part 1 will cover unwarranted criticism and a lie from a colleague. Part 2 covers being put in the middle of an argument, late work from colleagues, and plagiarized work.

Scenario 1: You Receive (Unwarranted) Criticism

You work hard on a project, but nothing goes right. The end result is not up to standard because of factors outside of your control (project partners, timeline change, inability of a partner to deliver, change of parameters last minute, illness, etc.). Your colleague criticizes you for your performance in front of the team, stating that if you were not able to complete the project, you should have gone to him and asked for help or asked to transfer it early on.

You worked hard on this and gave it your 100%. You feel that the criticism is wrongful. How do you react to being criticized? While most people would react with anxiety or even anger, the emotionally intelligent thing to do would be to step back and recognize that the change in project parameters has likely affected how or what your colleague has to do for their job. They are feeling anxious. Taking it out on you is wrong but de-escalating the situation and offering to help with additional work or taking it to someone higher up (where applicable) would defuse the situation and help both of you to reconcile and solve the problems.

Scenario 2: A Colleague Lied To You

Your colleague told you they were almost finished on a project and would turn it in. You made plans around that, and now they are late and you are responsible not only for your lost time, but that of your boss.

Emotional intelligence suggests that you find out why your colleague lied to you, ask them nicely, and determine what factors may have been behind their lying. Did they simply forget? Did they lie on purpose? Or was there a hold up preventing them from actually following through on the process? In an ideal situation, you would consider their motivations, ask them about it in private, and reach a resolution which you then share with others you are responsible to.

Similarly, if a colleague lies to you about something smaller like whether they took your lunch out of the refrigerator, you would want to ask them in private, determine what their intention was, and reach a solution. This necessitates stepping back from the immediate reaction of anger most of us feel when lied to, trying to look at the situation from their point of view, and gently having a conversation about it.


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How to Use Emotional Intelligence to Become a Better Leader

Whether you’re leading a team, a department or a business, leadership isn’t easy. It often involves focusing efforts on managing not just your own behavior and output, but also that of your entire team. Using emotional intelligence enables you to apply emotional considerations to problems so that you can separate your own ‘gut’ reaction and respond with empathy, kindness, and consideration – which will in turn foster a better and healthier workplace.

As Daniel Goleman, inventor of the term explains, “It’s not that IQ and technical skills are irrelevant. They do matter, but… they are the entry-level requirements for executive positions”. Understanding and using emotional intelligence as part of your leadership style will make you a better leader by helping you to deepen your emotional understanding of yourself, your team, and how thoughts and actions impact success.

Actively Listen to Employees and Peers

Most people naturally spend time formulating responses while others are talking. If you’re upset or angry, you could be completely ignoring what the other person is saying. Taking the time to consciously listen and process what someone is saying, so that you are sure you understand their reasons and motivations, will help you to make better decisions. It takes time to learn to actively listen, but it will build empathy and trust inside your team.

Spend Time Around Other Emotionally Intelligent People

Spending time around people who show and use emotional intelligence can help you to develop your own. If the people you talk to are emotionally self-aware, calm under pressure, and able to use emotional intelligence for solving problems and resolving them, you will learn from them.

Recognize and Learn from Mistakes

Everyone makes mistakes and everyone benefits from treating self-improvement as a lifelong process. Working to recognize and admit when you make mistakes is one way to practice and use emotional intelligence to become a better leader. For example, let’s say that an employee turned a task around late, made an excuse, and help up the entire team. You get angry and you berate them in front of the entire team. You could easily see that this was not an emotionally intelligent way to approach the problem, even if the employee was at fault. Apologizing to them and asking what they would want to do to try to prevent being late on tasks in the future or offering help on the next big task would help you to develop as a leader, while building trust from inside your team.

Pay attention to your decisions, observe what goes wrong and why, and make sure you understand how your actions and reactions affect your team and their motivation.

Practice Empathy

Empathy is the practice of understanding and sharing the feelings of others. When someone is upset, it’s important not to blindly react, but to understand why. As a leader, emotional intelligence can help you to understand motivation, offer motivation, and compromise.

  • Pay attention to body language. Are people upset? Disappointed? Confused?
  • Respond to emotions. How can you alleviate concerns? Make up for disappointments? Provide motivation? For example, if your team working overtime, can you provide emotional motivation to do so?
  • React with empathy. For example, is someone late because of a problem? Can you react with empathy instead of “by the book”?

Empathy can help you to bridge the gap between being an intelligent leader and one who can build trust and loyalty with your team. Hopefully you can use these tips to integrate emotional intelligence into your leadership and become a better leader.


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5 Ways to Improve Emotional Intelligence

Emotional intelligence (EI) is an often-discussed leadership skill which is used by modern HR to identify candidates, manage promotions, and even develop employees into the leadership positions. It’s also a skill that can be learned over time, meaning that even if you aren’t innately emotionally intelligent, you can work to improve your EI.

These 5 ways to improve your emotional intelligence will give you a basis to begin practicing factors that make you emotionally intelligent so you can move forward, learn from your mistakes, and objectively look at what you are doing and why.

1. Keep a Journal

Writing out your thoughts and experiences is an important way to observe how you feel, reflect on your actions and why you took them, and determine if you could have taken better actions. Some people can easily manage this in their head, but most people benefit from writing out their actions, emotions, and why you may have felt that way. Daniel Goleman, one of the pioneers of EI suggests that you should understand what you are feeling in different situations, why you react in a certain way when something happens, and how you could react better.

However, you don’t have to journal out every experience. If you’re short on time, keep daily sessions short to one experience and write it out at the end of the day, or shortly after it happens. Tools like digital diaries can be practical here.

2. Learn Stress Management

Stress management and remaining calm under pressure are extremely valuable tools for EI. Learning stress management through tools like mindfulness, meditation, or sports can help you a great deal. For example, mindfulness works to help you focus your attention on the present moment rather than on anxiety and worries, which can help you to stay calm and react more positively, even under pressure. Other stress-management techniques like meditation, yoga, and even general sports can also help you to reduce general anxiety and learn to react better in the moment. Tools like HeadSpace and Oak can help you get started if you don’t have the time to attend a class in your area.

3. Take up a team Sport or Activity

Building teamwork will help you to foster an active understanding of what other people are doing and why, which you can take back to the workplace. If you’re already participating in teamwork outside of the office, you can begin to use it to actively pay attention to how things work together, why, and how interactions affect the whole team. Teamwork and emotional intelligence are a well understood phenomenon in both sports and in the office, but sports give you the opportunity to learn and fail quickly so that you can improve and grow without affecting your career or work output.

4. Practice Listening and Giving Credit to Others

Active listening and active feedback are two skills crucial to EI, but they are among the most difficult things to learn. Most people automatically go on autopilot when listening, either allowing themselves to form instant judgements without hearing the whole story or begin to formulate a response while the other person is talking. Instead, practice actively listening and paying attention and only answering after. There are plenty of active listening courses online but you can also often practice and pay attention to what you are doing. Similarly, giving active feedback will help you to boost your emotional intelligence. For example, if you notice someone struggling with something you can actively figure out why and help and complement them when they succeed.

5. Actively Put Yourself in Other People’s Shoes

Most people do things for reasons that are as complex and valid as the reasoning behind your own actions. Working to understand their motivations and the emotional decision making behind them. For example, if someone shows up late, ask them why and think about their reason. How would you feel or act in that situation? If someone is late on a project, why? Actively forcing yourself to look at situations as though you were in their shoes will help you to make more empathetic decisions, which will improve your EI.

If you’re ready to learn more, there are plenty of resources available to help you improve emotional intelligence. Most notably, you should consider reading some of the works of Daniel Goleman, one of the pioneers of emotional intelligence, or Travis Bradberry, who is largely regarded as one of the most important thinkers on emotional intelligence today.


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Emotional Intelligence and Leadership: Measuring Both with a Competency Framework

term was coined as recently as 1990 by John D. Mayer of UNH and Peter Salovey of Yale, emotional intelligence and its impact on leadership and communication is now well understood. Unfortunately, many organizations lack the tools, or more accurately, the parameters, to measure whether leaders are showing emotional intelligence.

What is Emotional Intelligence in Leadership?

In 1995, Daniel Goleman brought emotional intelligence to business, with a book of the same name. His theory, which was rapidly adopted by businesses across the United States, was that the ability to understand your and others’ emotions, was a valuable and even necessary skill for leaders and people management.

He hypothesized that a good leader must show emotional intelligence through 5 traits including self-awareness, self-regulation, motivation (passion beyond money and status), empathy, and social skills. Armed with these 5 emotional skills, a leader could surpass those showing any level of technical skill or intelligence by guiding employees, building bonds with those he’s working with, and establishing better trust and communication.

Why? Leaders have to guide and move people. Being good at what they do is not enough to motivate and inspire others. Emotional intelligence bridges that gap.

Measuring Emotional Intelligence

While emotional intelligence has traditionally been difficult to measure, competency frameworks give you the tools to recognize which behaviors positively influence a role, and how they do so. By creating a framework of what success looks like in a role, you can actively measure when leaders are fulfilling those obligations.

  • Self-awareness
  • Self-management
  • Emotional self-control
  • Adaptability
  • Achievement orientation
  • Helping others to succeed
  • Positive outlook
  • Empathy
  • Organizational awareness
  • Influencing others
  • Coaching and mentoring
  • Conflict management
  • Teamwork
  • Inspiring others
  • Leadership

How Emotional Intelligence Impacts Leadership

How do these competencies play out in a real-world situation? The simplest idea is that a leader is managing a team. Let’s say she assigns a large task to one person who says they can take it on. The task has a hard deadline but the employee assigned to it is struggling and says so.

Option A: The manager gets angry, if they couldn’t do it why did they say they could, does the work themselves and turns it in by deadline.

Option B: The manager reviews the situation and gives the employee guidance, encouraging them to complete the task. The manager offers some assistance from another employee, available on demand to ensure the project is completed on time. The employee uses the advice to finish the job on time and is extremely motivated by their finishing it

In these scenarios, both achieve the same result. The project is completed on time. But, option B is significantly more beneficial for organizations because it a) allows the manager to continue doing their own work not the employee’s, b) motivates and inspires employees c) builds employees up rather than tearing them down.

Similarly, if employee information were changed, and the employee goes to the manager to say that his wife was in a terrible car accident, he’s stressed and would like to go stay at the hospital with her instead of finishing the project. A leader might say no, the project needs to be done and you volunteered, it’s a tight deadline and there’s no time to move it to someone else. An emotionally intelligent leader would do everything in their power to move the work to someone else or do it themselves – building employee loyalty, ensuring the quality of the project, and motivating the employee for future projects.

So, emotional intelligence allows leaders to make choices that actively benefit the organization in the long-term.


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The Missing X-Factor In Talent Selection and Management: Emotional Intelligence

Please join us on March 9 for a public seminar on The Missing X-Factor in Talent Selection and Management: Emotional Intelligence. This half-day course is designed for learning and organizational development professionals, human resource consultants, practitioners and managers who are interested to learn more about the GENOS EI Selection and Talent Management Solution.

“HR is not about HR, but about delivering business value. Functional and technical competencies are fundamental in many ways but social competencies are the differentiators that make sure future employees not only know what to do, but how to do it.” – Dave Ulrich

Find out why the GENOS Emotional Intelligence selection assessment can be the missing X-factor in your hiring process, especially for positions requiring people management!

Register Now

Course Outline

  • Features of the GENOS EI Selection Assessment and Report
  • Conducting and scoring the interview
  • Debriefing hiring managers
  • Debriefing new hires using the Self or 180 report
  • Question and Answer

Register Now

About the Facilitator

Ms. Ruby Mañalac currently works as the Director for Marketing and Distributor Networks for Profiles Asia Pacific, Inc., and previously, she was the Director for Operations and Training Manager. She has worked for various organizations mostly in the field of Sales, Marketing, Communications, and Training, not just in the Philippines, but also overseas. She’s recognized for her excellence in the fields that she worked on, gaining various awards like Top Rookie President’s Award in New York and New Jersey, USA.

A graduate of AB major in Communication Arts in UST, her other achievements include a certificate in Human Resources Planning and Acquisition from the University of Makati under PMAP, a certified GENOS Emotional Intelligence Practitioner, and just last August 2017, she flew to Sydney, Australia to get certified at the IGNITE Train the Trainers GENOS Emotional Intelligence Program.

She’s very open to learning, attending training events not just in the Philippines but also abroad. Her advocacy on Emotional Intelligence led her to be interviewed by ANC and CNN Philippines.


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How to practice emotional intelligence in the workplace

Emotional Intelligence is more and more often seen as a crucial aspect of good leadership and working together, but it can be difficult to recognize and integrate into the workplace. Even more difficult is the concept of communicating to leaders and supervisors that you expect them to show emotional intelligence, because it’s difficult to determine if they’re practicing emotional intelligence without creating guidelines and specific tasks.

Unfortunately, emotional intelligence is about recognizing emotion and using it to guide decisions, behavior, and actions. This means that the actual practice of emotional intelligence can shift considerably depending on the situation. However, you can still create guidelines, which can help you to communicate and gauge practicing emotional intelligence in the workplace.

4 Ways to Practice Emotional Intelligence in the Workplace

1) Be Self Aware

Being self-aware, or aware of your own emotions and their impact on your behavior, is crucial to emotional intelligence. If you respond irrationally to something, you should know why and how to fix it. If someone is aggressive towards you, it is idea if you can recognize how you are likely to react and work to compensate so that you stay calm. Being aware of your own emotions and how you react gives you the ability to judge your strengths and weaknesses, respond better in any situation, and make better decisions by considering how your emotions play into your answer.

A quick way to judge self-awareness is to ask someone to rate their own emotional intelligence, and then compare it to how others rate their EI.

2) Focus on Others

It’s human nature to focus on yourself, but an emotionally intelligent person knows that it’s not all about them. If someone is struggling at work, their problems aren’t all about how much extra work it creates for you.

Shifting focus to other people in conflicts, discussions, meetings, and even everyday conversations allows you to better understand what they mean, their emotions, whether or not they’re stressed, and their motivations.

This will, in turn, give you a better idea of they can handle tasks, if they can take on more work, if they are integrating well, and if they are performing at their best. It also allows leaders to better delegate responsibilities, make decisions based on capabilities, and understand how to motivate and influence others.

3) Reward Others

Understanding emotional responses enables both leaders and colleagues to understand when and how to rewards others for their actions, behavior, and attitude. A reward can be a simple thank you, calling someone out at a meeting to say what a great job they’ve been doing, or a compliment like, “I really like how you handled that”.

Rewarding behavior can help to defuse situations, make employees feel appreciated, and keep people on the right track when they develop behavior that is beneficial to the company.

4) Be Accountable

When you’re accountable for yourself, you display humility, accept when things are your fault or your problem, and respond with understanding by recognizing others’ emotions. Being accountable for others means being transparent about leadership, taking on roles that help others to succeed, and working to develop relationships so that you understand everyone on your team. This will help you to perform better, to get more out of your team, and to build better relationships, which benefits the entire team and organization.

Emotional intelligence is an important part of leadership and team building, and something that is important for both leaders and team members to demonstrate. If you hire based on emotional intelligence, teach emotionally intelligent practices, and encourage people to lead in more emotionally intelligent ways, your business will benefit.


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Public Seminar: Emotional Intelligence for Today’s Leaders

Please join us this Friday, February 2, for a public seminar on Emotional Intelligence for Today’s Leaders. In this one-day workshop, participants will learn why managers, leaders, and staff behave the way they do. You will discuss the direct impact of emotional intelligence on professional performance, and go over case studies that demonstrate how to improve EI.

The investment for this workshop is P7,900 plus VAT. All participants will receive an EI Self-Assessment with free coaching/reporting, and two raffle winners will receive EI Self-Assessments courtesy of Profiles Asia Pacific.

Register Now

Emotional intelligence and leadership performance

About the Facilitator

Mr. Enrique Pablo O. Caeg or Eric Caeg for short is a Professional Coach (ICF) whose focus is on Business Coaching. Currently, he is a Business and HR Consultant for various companies in the Retail, Food and Manufacturing Industries.

His professional expertise is in the areas of Human Resources, Organizational Development, Sales and Operations and Marketing. From his 20 plus years of working, he has served in various capacities rising from the rank from Junior Marketing Assistant to Sales & Marketing Head, General Manager and as Human Resources Director.

He attended a Diploma Course on Managing and Measuring Corporate Performance, at the Asian Institute of Management (AIM) and another Diploma Course on Retail Excellence, at the Ateneo Graduate School of Business, Center for Continuing Education where he is also a recipient of the Program  Director’s Award. Mr. Eric also has a Master’s degree in Entrepreneurship obtained from the Asian Institute of Management (AIM) in 2001 where he is a recipient of the Guru’s Commendation. He has a Bachelor of Science in Commerce, San Beda College Manila, Major in Marketing and is awarded as one of the Ten Outstanding Marketing Student Award of the Philippine Marketing Association (PMA). In 2016, he became a certified GENOS Emotional Intelligence Practitioner.

His involvement in various professional organizations include being an incoming 2017 Board Member and Director for Government and Consumer Affairs of the Philippine Marketing Association (PMA), a member of the Executive Committee and Deputy Chairman for the Membership Committee, International Coach Federation Philippines (2016-2017), a member of the Philippine Retailers Association, the largest Organization of Retailers in the Philippines, a member of the Association of Filipino Franchisers, Inc., the Leading Organization of the Micro, Small & Medium Enterprises, and in 2005, he was the past president of the Don Bosco Alumni Philippine National Federation (DBAPNF), the umbrella organization of all the Alumni Associations of Don Bosco schools in the Philippines, where he is still a member.

Eric is also an Author for the Black Card Books, an International Publishing Company led by the Best Selling author of the Millionaire Mind, Mr. Gerry Robert.


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