“Character is back.” That was a headline in the Financial Times.
It captured something we teach on our leadership and management courses – and that L&D leaders have highlighted for a while: technical brilliance or commercial acumen alone no longer defines leadership.
Your employees, customers, and investors are asking a different set of questions.
Do I trust this leader? Do they listen? Do they understand me?
The answer comes down to emotional intelligence (EI). What was once dismissed as a “soft” or “fluffy” concept is now viewed as a boardroom essential.
And for organisations battling skills shortages, retention challenges, and reputational risks, it is quickly becoming business critical.
So, why do boards still hesitate?
Despite the mounting evidence, many senior leadership teams still see emotional intelligence as a luxury skill rather than a necessity.
For some, it feels intangible or unmeasurable. Others argue “we’re results-driven” and leave EI to HR.
That attitude is risky.
Research from the World Economic Forum ranks emotional intelligence as one of the top skills leaders need in 2025. Meanwhile, CIPD’s annual Learning at Work survey highlights “management and leadership capability” as the single biggest L&D priority for UK employers this year. And emotional intelligence is at the core.
What is emotional intelligence?
It is a term that we all hear with increasing regularity.
But what does it mean?
During our leadership and management training courses, we break down emotional intelligence into four areas:
Self-awareness: Noticing your own emotions and their effect on others.
Self-regulation: Staying in control, especially when the stakes are high.
Empathy: Understanding and responding to other people’s perspectives.
Social skills: Building rapport, listening actively, and influencing effectively.
Motivation: The behaviours and words we use to help someone move forward
These aren’t “nice to haves.” They are the behaviours that determine whether strategy translates into results.
So, what does this look like in the workplace?
To answer that question, let’s explore possible scenarios involving senior leaders:
- A CFO, under pressure, snaps at tough questioning during a town hall meeting. The financial message lands, but credibility is dented.
- A CEO delivers change comms focused only on restructuring figures. Employees, left in the dark about the human side, turn to rumour and speculation.
- A director calmly listens, acknowledges emotion, and sets out next steps during a crisis. The result? A workforce that feels reassured and stays engaged.
Three leaders. Three different outcomes. The difference lies in emotional intelligence.
What about some real examples?
Here are a few case studies that prove the point:
John Lewis Partnership: Famous for its employee engagement culture, John Lewis leaders are often praised for acknowledging the emotional impact of tough trading conditions. That ability to combine empathy with action has helped them maintain trust even in difficult financial periods.
Lloyds Banking Group: After the 2008 crisis, Lloyds deliberately rebuilt trust by embedding empathy and listening into its leadership programmes. Emotional intelligence became part of its cultural repair work and was linked directly to regaining customer confidence.
Airbus: In 2023, Airbus launched an emotional intelligence-focused programme across its European sites, designed to improve cross-cultural collaboration. Within a year, it reported fewer conflicts and stronger innovation outcomes.
NHS Leadership Academy: Emotional Intelligence is one of its core leadership pillars. During the pandemic, NHS leaders who communicated with empathy and calm created safer, more resilient environments, a lesson still studied in healthcare leadership reviews.
Need another example? Look no further than the world of football, where Gareth Southgate’s empathy and calmness helped transform the England football team’s culture.
But how do you convince senior leaders of the power of emotional intelligence?
If you’re an L&D professional trying to get your senior leadership on board, the key is to speak their language:
Risk management: Poorly managed emotions at the top aren’t just “bad days.” They represent a reputational and operational risk. Think of those infamous CEOs whose lack of empathy during crises became the story.
Retention and recruitment: Deloitte’s research shows Gen Z and millennials rank empathy and ethical leadership among their top expectations. If leaders can’t demonstrate EI, talent will leave.
Performance and productivity: Gallup data reveals managers account for at least 70 per cent of the variance in employee engagement. Teams led by emotionally intelligent leaders outperform.
So, what’s your first next step?
Emotional intelligence doesn’t need to start with a fancy programme.
Start with something practical and non-threatening, like personality colour models (blue, green, red) or a 90-minute workshop on self-awareness. These are memorable entry points that help senior leaders reflect without feeling exposed.
From there, you can build deeper development through business coaching, leadership and management training, leadership labs, and structured EI assessments.
The world is watching leaders differently now.
Silence, insensitivity, or arrogance at the top aren’t neutral. They actively damage trust.
Senior leaders who cultivate emotional intelligence not only protect their reputations but also unlock performance across their organisations.
Need a hand?
Get in touch to learn how our brilliant trainers can help your leaders develop their emotional intelligence.
The BCF Group has been helping organisations develop their talent, inspire their people and overcome obstacles and challenges for the past 25 years.
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