Why emotional intelligence (or EQ) remains a core skill

Our workplace technologies may be becoming smarter, but that doesn’t mean human intelligence is being devalued. On the contrary – while AI can process vast datasets and automate routine tasks, it remains poor at navigating the messy, ambiguous world of human behaviour.

In fact, emotional intelligence (EQ) has never been in higher demand. A survey of CMI members from January 2025 revealed a growing friction in the modern workplace, with 52% of managers reporting that building relationships and onboarding new staff is harder in this remote and hybrid world. Forty per cent struggled to resolve conflicts or conduct difficult conversations from a distance.

EQ is the connective tissue that prevents leadership from becoming a mere transaction. While AI can offer guidelines, it can’t do judgement and empathy. To lead effectively today, whether in high-stakes negotiations or onboarding new hires, managers have to double down on the relational dimensions of their role, sensing unease, building trust and understanding the emotional undercurrents that data can’t capture.

The good news is that emotional intelligence is something we’re all capable of. We asked three Chartered Managers for their tips on how to harness it. 

1. Commit to practice

Emotional intelligence is not something some people have and others don’t. It’s a matter of reminding ourselves of some basic human skills and deploying them consistently. It’s more like a muscle, in that it requires regular exercise. People who display very high EQ are practising it all the time. 

“It can’t be developed overnight,” says Niloy Dey CMgr MCMI, a planning manager in the project controls department at Al Sahel Contracting Company in Dubai, who adds that EQ is critical in how he leads multinational teams. 

“Every person has their own way of communicating, thinking and judging people. As leaders, we need first to understand ourselves, focusing on our weak areas to make them stronger, and using our strong areas to compensate for our weaknesses. There’s no end point. It’s a matter of constant practice.” 

2. Make time for reflection

In high-pressure environments, the brain often switches to autopilot. To lead with EQ, you have to break this cycle by making self-analysis part of your work. You can then observe your own triggers before they shape your actions.

“Build in deliberate moments for reflection,” says Simon Takel CMgr FCMI. “As emotional intelligence begins with self-awareness, managers need to notice their own triggers, habits and impact on others. Take a few minutes after a meeting or a difficult conversation to reflect on what happened, how the other person responded and how others may have experienced it. That can be very powerful.”