We are very proud of our achievements and the mutually rewarding relationships we have with our clients. Take a look to see what we have been up to over the last eighteen months. . .
 |
 |
 |
 |
 |
 |
 |
 |
 |
 |
 |
 |
 |
 |
 |
 |
 |
 |
 |
 |
 |
 |
 |
 |
In its relatively short history, eBay has built a very profitable global brand. Its business model embodies the fast paced Internet economy, and its long-term stock performance has been ever pointing north.
Yet to keep investors and customers happy in the future, eBay employees had to keep-up this outrageous momentum, facing work-life balance issues, and as a result having to make strategic decisions under emotional pressure.
The European management teams had excelled in growing markets, through sharp thinking and fast execution. Detrimental to this success however, was the fact that eBay’s relentless drive for achievement coupled with low levels of personal awareness was creating a dysfunctionally competitive environment within teams. With these findings in mind, the European HR director asked t-three to deliver a two day intervention, focusing on individual and team emotional intelligence (EQ).
Yet to keep investors and customers happy in the future, eBay employees had to keep-up this outrageous momentum, facing work-life balance issues, and as a result having to make strategic decisions under emotional pressure.
The European management teams had excelled in growing markets, through sharp thinking and fast execution. Detrimental to this success however, was the fact that eBay’s relentless drive for achievement coupled with low levels of personal awareness was creating a dysfunctionally competitive environment within teams. With these findings in mind, the European HR director asked t-three to deliver a two day intervention, focusing on individual and team emotional intelligence (EQ).
Following a very successful pilot with the UK management team, the scope was widened to the European leadership population. Based on the t-three EQ 360 degree framework, a series of one-to-one feedback and coaching sessions were held, and structured along the classic four dimensions of EQ. Each individual came away with a development plan which was reinforced and further supported by their Line Manager.
The follow-up team day utilised the team’s composite EQ 360 degree feedback findings and a psychometric profiling tool (Facet5) to help individual team members recognise:
The follow-up team day utilised the team’s composite EQ 360 degree feedback findings and a psychometric profiling tool (Facet5) to help individual team members recognise:
- Each others’ strengths – a key ingredient of high-performing teams
- Each other’s potential weaknesses – also vital for high-performing teams
- Issues the team faced as a result of its joint profile
Each team then built upon this learning by. . .
- Working together on a pre-defined real business issue
- Stepping back and reviewing how the team performed and behaved while working on the business issue.
- This was coupled with feedback from a t-three observer who gave real tangible examples of how the team performed against the EQ competencies.
- Discussing openly the things that could hold the team back in the future
- Committing to actions in order to strengthen the team’s performance further
