And by which they are willing to be judged this

and by which they are willing to be judged.” This vision has translated to the “PSP Philosophy” –
People-Service-Profit – which drives APS today.
The company identifies that the human-side of leadership has grown more complex, and looking to
the future, is committed to developing leadership capabilities to manage the changing nature of
workforce. The goal is leaders who are better at emotional intelligence, influence, make decisions
that are both quick and accurate, and are able to build a culture where people feel the dedication and
drive for exceptional performance in a way that’s sustainable and creates real value for all
stakeholders.
To measure leadership and Emotional Intelligence performance, APS administers an annual survey
where every employee can provide feedback about managers. The survey themes include respect,
fairness, listening, and trust – leadership responsibilities that are all about relationships and emotions.
This commitment to people-first leadership created an interest in “emotional intelligence” as a
learnable skillset that would equip managers to deliver the APS way.
Even though the leadership training was state of the art — among the top ten in the world – the APS
Global Leadership Institute is charged with continuously updating and innovating in keeping with that
Joe Burns call for continuously “raising the standards.” Located near the company’s primary hub, the
Leadership Institute (TLI) serves as the leadership university for APS Express.
ORGANISATIONAL VALUES
The success of human management and leadership at APS offers several insights to us. Firstly, the
organisation has not only placed some moral values but also implemented them with appropriate
projects and process. One good example is the INTELLIGENCE LEGACY training program for new
leaders and managers. Below exhibit the three major values of the organisation.
Link to what matters. At APS, concepts like “discretionary effort” and the leadership requirements
from the annual survey create an internal “case” for emotional intelligence. The champions of this
project have helped leaders see that the learnable skills of emotional intelligence are building blocks
to create the kind of people-first leadership the company wants – which, in turn, increases economic
value. This recognition has built support of the initiative at very senior levels.
Build internal capacity. By developing an internal team of emotional intelligence practitioners, the
company has been able to assimilate the concepts and skills of EQ and “translate” them to work
within the company culture. Having a large, strong team of emotional intelligence coaches and
trainers means this program can be delivered at a large scale, creating a new “strand of DNA” to
support the desired organizational culture.