Dr. Daniel Goleman and Dr. Matthew Lippincott discuss the details of a successful EI program with Brad Brooks, CEO of OneLogin and Courtney Harrison, CHRO of OneLogin. Brooks and Harrison have also had leadership roles with DocuSign, Juniper, Microsoft, American Express, GlaxoSmithKline and the US Olympic Committee. This is one in a series of over 50 video clips pulled from interviews exploring the impact of EI strategies at Amazon, Google, Allstate, Bank of America, OneLogin, Microsoft, Starbucks, Prudential Financial, IBM and First United Bank. To be notified of each release on LinkedIn follow Daniel Goleman ( / danielgoleman ) and Dr. Matthew Lippincott ( / dr-matthew-lippincott-... . A complete list of released interviews can be found on this RU-vid channel, ( / matthewlippincott ) and at drmatthewlippi....
Note: The following terms are often used synonymously: Emotional Intelligence (EI), Emotional Quotient (EQ), Social Intelligence (SI), and Emotional and Social Intelligence (ESI). The core competency of each is generally believed to be Emotional Self-awareness, which overlaps with several aspects of the definitions used for Mindfulness. Click here to watch a 3 minute video summarizing these points: • In less than 3 minutes...
Partial Transcript (complete transcript available at: drmatthewlippi...)
Brad Brooks, CEO of OneLogin: “first is security first, it's core to what we do for our for our customers it's our core value proposition to our customers, but it's more than that. It's awesome and it certainly has shown this last year for our employees - it's how our employees identify with the company, how secure they feel in their employment, how secure they feel in their jobs. More importantly with some of the violence that's gone around with black lives matter, and what's going on with the Asian community today, do you feel safe in this company based on the actions that we're doing as leaders? So, not just about in terms of the product we deliver to our customers but the culture we create.
The second core value is collaboration, which is all great companies know how to work together, but the companies that are trying to beat the competition in a way that is much bigger/or we're going up against those gorillas, we only win as a team. That means that we have not only a shared sense of values, but we have a shared sense of measurements around success. The leadership team has shared metrics to their bonus rather than individual performance goals the vast majority of the bonus is actually tied up into the overall shared collective success of everybody, and we drive that through down into the organization.
Dr. Daniel Goleman: “It depends on how well everyone does.”
Brad Brooks, CEO of OneLogin: “exactly, exactly, and it also comes out in terms of how our customers success actually happens. So, collaboration is not just internal, it's how you collaborate with your customers in terms of developing new products, new features, new capabilities, and how you drive their success. Industry analysts…the reason that we are in like Gartner's leadership quadrant in some of these other areas is that our customers keep coming back and telling us how well we collaborate in terms of driving their success. That gets to the third one, which is customer focused, so Amazon may tell you that they're fanatical about their customers and everybody seems to have a different value around customer…we love our customers, but at the same time we're in an area of technology and space which is changing all the time and they have a great deal of dependency on us to actually lead them to what is happening and where it's going next; an expectation around that. And so having a high degree of focus on not only their success but their issues and what's going on is critically important…not so much so that we are actually building everything they tell us to go build, because we're in an area where they expect us to lead, versus then an expectation of them telling us what to do, and so we have got this internal, intrinsic culture of, hey first start with the customer and work back but let's work from their challenge rather than work from their ask, because if we do that then we can get them to where they need to be versus where they want us to be right now.
complete transcript available at: drmatthewlippi...
9 июн 2021
