Do you know what are the drivers of performance?

I was a bit tired about a new theory about companies performance every day! More or less, in any new book about management you find the inner secrets of performance (look at amazon to have some exampleson what I am saying…). The problem is that the majority of the times these inner secrets are based on just one company’s case or on the perception of one person. That’s could be great because you can find some insights or ideas but, you know what, I am a quantitative guy and if there are no numbers or real serious analisys my brain is not working properly. And BTW it’s not my perception, is how my brain work. You can see it in the image below, this is my Brain Brief Profile (if you want to learn more about brain style click here)

So considering my brain’s needs, this year we have analyzed data about more of 100 companies and 10.000 people to understand the drivers of performance. Today, I had the time finally to look carefully at the numbers and I am really excited about the results. The analysis confirms that trust, motivation, teamwork, execution and capability to change are the 5 most important factors… let me add fortunately because in the last year we have created a model called the Vital Signs where these factors were the base for an interesting model… To know more about that, click

What is even more important is that the 60% of performance is explained by these Vital Signs factors!! Isn’t it cool?
And now a question for you: what is the most impacting factor in your opinion? In one of the next blog post I will say “the winner is…”

Wile Coyote, Optimism and the Corporate World


I have just read a great post by Julia Boorstin about “Three key reasons to be optimistic like Steve Case” and one of the statement that got my attention was:

In business-speak, the term optimism often connotes a certain naivete

You know what, I am sure that Julia is right and at the same time I feel an unpleasent emotion about how slow is the management development in the Corporate World.
Let me explain in few words. Optimism is one of the key competences of the Six Seconds Emotional Intelligence model (if you want to know more about that click here) and there are an incredible amount of research that show the huge impact of EQ on performance (if you want to explore more, click). Just to keep it simple, consider that some research have found, more or less, a 50% of performance explained by Emotional Intelligence and it seems understandable that half of the performance is linked to the emotional side and the other is the usual (and let me underline, real important!) rational intelligence.
In this scenario, in 2006, not yesterday… considering the speed of the market, we did a research in an high tech company and we have found that 20% of performance is explained by Optimism (NextiraOne Case). This kind of impact was confirmed by others studies all over the World.

So just to summarize:
– we have research about the importance of emotions in the workplace
– we know that optimism is one of the key competences of EQ
– we have shown the impact of Optimism on performance

Could you understand my emotions when I see “optimism often connotes a certain naivete”?
I suppose an affermative answer… And once again, Julia is right!

What is even worse, is that few people know that Optimism is learnable… Dear Corporate World, are you really sure you want to miss this opportunity?

If you want to explore more, I would suggest to read the Martin Seligman’s book Learned Optimism and if you have children don’t miss The Optimistic Child.

Just to conclude: why Wile Coyote? Optimism is the capability to see alternatives. Could you imagine a different Champion of optimism??? And BTW, Wile Coyote remember us that is not enough to be optimistic… 🙂

Leaders, do you consider Emotional Intelligence important?


A three-year study of AMADORI, a supplier of McDonald’s in Europe, assesses links between emotional intelligence, individual performance, organizational engagement, and organizational performance. Emotional intelligence was found to predict 47% of the variation in manager’s performance management scores. Emotional intelligence was also massively correlated with increased organizational engagement with 76% of the variation in engagement predicted by manager EQ. Finally, plants with higher organizational engagement achieved higher bottom-line results building a link between EQ->Engagement->Performance. During this period, employee turnover also dropped by 63%.

Many studies have identified the importance of employee engagement, others the value of emotional intelligence. This paper provides a unique intersection of three factors: Performance, Engagement, and Emotional Intelligence:


To answer these questions the HR team at AMADORI, a major player in Europe’s food industry, and Six Seconds’ researchers conducted a multi-year study to assess these variables.

Amadori is one of the leading companies in the Italian agro-food sector, an innovative company and an industry benchmark for meat processing. The turnover in 2011 was over 1.2 billion euros. Founded forty years ago in San Vittore di Cesena, the group relies on collaboration with over 6,000 workers and has industrial plants, subsidiaries and branches all over Italy. A supplier of poultry to McDonalds in several countries in Europe Amadori is subject to intense market pressure which requires constant innovation.

An internal analysis in 2007 led the senior leadership to focus on people management and development as a strategic priority. The Human Resources department was charged with leading transformation. In the words of HR Director Paolo Pampanini, “Managers, in particular, considered the renewal a business priority in order to achieve tighter integration among different business areas, better communication processes and sharing of information and mainly support management growth in terms of the development of personnel.”

In 2008, the HR team evaluated the company’s performance management process, and determined that a key ingredient for success would be integrating emotional intelligence into the leadership culture. The company created a new performance management process along with “The Amadori Academy” to focus on practical, real-world training.

Pampanini and the leadership team identified two key goals:

Application of the company’s competencies to be stronger as a learning organization.
Development of a manager-coach perspective where managers guide and support the development of employees with the use of feedback and individual development plans.
In 2009, the company partnered with Six Seconds, The Emotional Intelligence Network, to develop stronger people-leadership skills for managers. The goal was for top and middle managers to have new “emotional intelligence” skills and insights that would enable them to lead the complex changes that were underway. In 2011, the project expanded to measure organizational engagement in all of Amadori’s plants.

If you want to see the overall white paper click here.