Leadership program

Lead with EQ

Emotional intelligence as a leadership operating system

Emotional intelligence is the most evidence-rich predictor of senior leadership effectiveness and the most often reduced to a personality test. This program treats EQ as a developable operating system, self-awareness, self-regulation, social awareness, relationship management, built through reps, not assessment.

Senior LeadersMid-level ManagersFirst-line Managers

What participants will be able to do

Outcomes, observable from the participant’s line manager.

Each program is delivered with a participant-and-manager outcome rubric. Six weeks after the program, the participant’s line manager rates observed behavior change against this rubric.

01
Read your own state in the moment and adjust before reacting
02
De-escalate a conversation that has gone emotional without conceding the substance
03
Notice the emotional pattern in a team meeting and name it productively
04
Build relationship capital that survives a hard quarter

Capabilities this program operationalizes

Leadership Development Coaching Capability Building

Where this program has been delivered

Engagements that featured this program.

South Asia, Multinational

Leadership transition through a regional services restructuring

A global industrial services business, South Asia regional leadership

A global industrial services organization facing structural change in its South Asia operating model needed its regional leadership team to land the new structure with cohesion rather than friction. The existing leadership cohort had inherited the structure rather than designed it; the transition risk was that performance would dip in the first two quarters of the new year while leaders re-established roles.

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ASEAN, Multinational

Building a coaching cadence inside a senior leadership population

A multinational services group, ASEAN leadership cohort

Senior services leaders across the ASEAN region were attending leadership programmes at scale, with limited durable improvement. The HR leadership team's hypothesis was that the gap was downstream of training: senior leaders had no one coaching them through the application phase. The brief was to build internal coaching capability inside the senior cohort itself, so that the development of the next leadership tier compounded through the line rather than through external vendors.

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