Encourage staff to develop relationships with a wide range of co-workers.
Relationships with people who have greater experience or competence can be an opportunity for learning. Those with multiple relationships improve the most.
Encourage a culture that supports mentoring and buddying.
Model buddying and encourage people to offer informal mutual support – say by meeting regularly for lunch. They may discuss habits they’re trying to change - update each other, share lessons learned, or cheerlead.
Have entire work groups focus on cultivating competencies together.
Build feedback and support in staff meetings and set aside time to talk about how people are doing with their emotional competence goals.
Have regular assessments using a checklist that includes emotional competencies – to be completed by all levels of the organization.
Have a dialogue over the results and an action plan to address issues.
Build coaching in emotional competencies into the performance appraisal process to connect the new learning with on-the-job reality.
Things like motivating yourself and others and developing self-management skills should matter as much as financial performance for promotions and compensation.
Establish outcome measures for the competencies targeted in training.
The best designs use pre- and post-training measurements, look at the impact on job performance, and include a long-term follow-up months after the training. Ideally, there would be control groups with participants randomly assigned. Alternatively, you may use people’s baseline measurements in lieu of a control group or compare individuals’ changes in targeted competencies with changes in those not targeted.

Design the optimal post-training support climate for emotional intelligence competencies

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