Reviving the HUMAN edge in a tech-driven world

Last week we witnessed Artificial Intelligence explore new realms of possibilities as the digital tool took on another human capability and a very pertinent one - emotional intelligence. And as we continue to humanise technology, the question on most leaders' minds in an evolving hybrid world is whether we are losing that very essence which makes us human. Researchers across the globe are increasingly highlighting the importance of traits associated with emotional intelligence (EI) - adaptability, empathy, self-management, willingness to learn, helpfulness, resilience, among others. These are now considered as must-have skills for professional development, and are becoming key predictors of performance. 

Emotional Quotient as a concept encapsulates an array of characteristics - it is often misconstrued as ‘sensitivity’, but it is as much about ‘sensibility’, and striking the right balance between the two. While social skills, compassion and likeability are at one end of the spectrum, critical thinking, the ability to give constructive feedback and willingness to sometimes upset the apple cart are equally if not more important in building effective teams and leaders. Within the context of a dynamic world - with multi-generational collaboration, an ever-increasing trust deficit, advancing technologies and growing attrition, EI has become a much-needed competency.  

I’d like to break down the importance of EI across some of the most pressing challenges for organisations today with what I refer to as the ‘HUMAN’ factor.

• Homogeneity: Driving change starts with winning hearts. Leaders looking to mobilise teams in new directions need to articulate their aspirations in ways that resonate with their people - to ensure they have a sense of shared purpose. For teams to connect with their leader’s vision, transparent and authentic communication is key. It is incumbent upon leaders to create a trusted and safe environment, one in which individuals feel more secure to embrace change - to explore new possibilities and innovation without fear, take risks and view them as growth opportunities. Change can be daunting, and is often met with resistance, however empathetic individuals are more likely to anticipate challenges, adapt their approach and cultivate a culture of resilience. 
• Understanding: EI is about acknowledging your own emotions, and also being able to actively listen, understand and recognise the emotions of those around you - to read the room and comprehend the dynamics at play. EI is the differentiating factor between reacting impulsively and responding prudently. Leaders and employees that are more aligned with their emotions tend to be more effective. They are the ones who will remain calm in stressful situations, respond to their teams in a more empathetic manner, and resolve conflicts constructively  - making them anchoring members of any team and organisation. 
• Management - self & others: As technology continues to challenge skills and capabilities, the increased focus on emotionally-driven characteristics reiterates the importance of a growth-mindset and continuous learning. Self-awareness and self-management is the first step in this direction. Learning programmes and initiatives can aid the process, however employees need to acknowledge their strengths, weaknesses and accept the need for upskilling in a changing working reality. Likewise, garnering awareness and understanding about clients, team members and stakeholders at large, fosters more meaningful relationships. Emotionally intelligent individuals are more likely to invest in building stronger and sustainable bonds with those around them. 
• Accountability: As organisations look to cope with evolving expectations and reinvent themselves, cultivating EI across the organisation can drive a stronger sense of responsibility and ownership in the face of change. On one hand, leaders need to foster a culture of accountability by setting clear expectations and providing constructive feedback. On the other hand, employees need to take ownership of their responsibilities, be more receptive to other perspectives, and be open to course correcting. Providing candid feedback is an integral part of both personal development, as well as organisational progress - and emotionally attuned individuals are more likely to both deliver and accept these evaluations constructively. 
• Nurture: A defining quality of great leaders is their ability to create great leaders. Individuals who are more socially conscious are able to communicate and collaborate with their teams productively. These are the employees whose potential and progress echoes across the team - and uplifts the wider group. They are the ones who not only work towards their own performance, but support and encourage others as well. This in turn feeds into the culture of the organisation and assists in developing and retaining talent. 

Organisations are cognisant of the importance of balancing both head and heart to drive performance and progress - and this is especially critical for leaders in the current landscape. With technology dominating the way we communicate and operate, prioritising emotional intelligence will be a defining step towards bringing back the human edge and harnessing the full potential of people. After all, even Artificial Intelligence was invented by them!