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We’re a ten billion dollar a year telecommunications company, but our past leader was very autocratic; the group he left behind was like an abused family,” a senior vice president confides in me. “Now we’re trying to heal the organisation, make it more emotionally intelligent – so we can grow another ten billion dollars.”
“We’ve just gone through wrenching changes, and there will be more of them ahead,” a director of a European airline reports. “We have an immense need for trust from our employees, and empathy and understanding from our managers – for a greater sense of ‘we.’ What we need throughout the company is emotionally intelligent leadership.”
“Our company culture has its roots in engineering and manufacturing,” a corporate director at a high-tech company observes. “We want to build an atmosphere of trust, openness, and teamwork that touches on people’s ability to deal with emotions in a direct and honest way. But we find many of our managers are just not skilled in dealing with this emotional side. We need to make ourselves more emotionally intelligent.”
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