Emotionally mature partners take good care of their own emotions and remain sensitive to yours. You feel safe around them. You can speak your thoughts out loud without the fear of being judged or belittled, and express when you're hurt without questioning whether it will be used against you. During an argument, they don't lash out or stonewall. They listen with curiosity instead of being defensive.
Teaching tools is easy. Cultivating leadership is not. Most organizations pour resources into technical upskilling, while gaps in relational skills and strategic thinking go unnoticed. By the time these gaps surface, they're expensive to fix. Here's the thing: not everyone wants to climb the corporate ladder. And that's not a problem to fix, it's a reality to embrace. So let's unpack how to build leadership development that actually works for different people, roles, and situations. Because the old playbook doesn't cut it anymore.
Your emotions at work aren't fixed, even when they feel completely overwhelming during high-pressure situations. We can change them (with some effort and practice) to improve our performance, enhance our leadership effectiveness, and achieve our career goals. Emotions are not something we should suppress or ignore in professional settings; that's an outdated approach that misses how essential emotional intelligence is to workplace success.
"The first big mistake that people make is thinking that happiness is a feeling," Arthur Brooks, professor at Harvard Business School and author of the forthcoming book The Happiness Files: Insights on Work and Life, says.
The struggle to properly respond to feedback stems from balancing emotional reactions with professional expectations. Individuals managing feedback should strive for a measured response that still conveys sincerity.
Building great teams is not about hiring stars. Many leaders believe that building a high-performing team requires hiring star employees. However, intelligence, abilities, and personalities are poor predictors of how people behave in teams and what they can contribute to a team's success.
The AI interview tool was robotic and lacked emotional intelligence, creating a scenario that felt detached and unengaging, ultimately leading to a negative experience.
According to executive director Amy Gray, Grace Art Camp, at its core, is not just about making art - it's about using art as a language for learning.
When you first become aware of a conflict, there is often an emotional reaction that goes along with any contradiction or disagreement that you may recognize cognitively. This duality to a conflict reflects the distinction made in psychology between hot (that is emotional) states and cool (that is cognitive) states.
As AI-driven tools begin to replace or accelerate our traditional 'white collar' responsibilities, the most effective employees will be the ones who learn to mix the beauty of art and the precision of science.
