We let the facts do the talking.


Part 2: You lead; albeit with emotion.

In this post-pandemic world, many leaders are still not adequately equipped to deal with the demands this fast-changing and -evolving work environment makes on them and those around them.

Here are some factors that every current and up-and-coming leader must subscribe to:

  • Leaders must integrate a coaching element with EQ-specific goals to help inspire their teams and nurture EQ among them as well.
  • Existing workforces must be assessed to understand the current EQ profile of a team and shared with them to change the traditional narrative of HR profiles, improving their morale and cementing their confidence.
  • EQ elements must make their way into every strategy, whether internal or to stakeholders and clients. Leaders and managers must be aware that until a team is ready to fully adopt EQ as a modus operandi, some members may not be keen or akin to opening up and being part of a transparent structure; they should not be penalized and encouraged to do so over time.
  • When recruiting or assigning new members, EQ must be a priority that is sought and expected. This will empower teams and ensure that everyone is on the same page.

While leaders will still require traditional leadership skills that helped bring them to the fore, more and more studies are being committed and published on the absolute need to look beyond the team-management bubble of performance and adopt EQ as a crucial metric.

Riya Vatnani is Group Account Director at Cicero & Bernay Communication Consultancy, an independent PR agency headquartered in Dubai offering new-age public relations consultancy to the UAE and across the MENA region. |