The longer I work in business, the more I realize how important it is to manage emotions—how I react to situations and people, and also how I reflect on those reactions afterward. I see more and more how crucial emotional intelligence is.
Sometimes there are moments when I feel like shouting at the top of my lungs. But an “outburst at work” won’t have a positive impact on anything or anyone—and emotions can be released in other ways. Meditation helps me a lot. But that’s not my main point here.
Emotional Maturity Is About Regulating Emotions
Strategic thinking is necessary not only in marketing but also in expressing emotions. Since I work in a leadership role, some of my days require a solid dose of self-control—and at times, even a bit of self-restraint. That doesn’t mean I put on a mask or stop being genuine.
I am myself and always open—that’s something I strongly value in both business and personal life. But there’s a difference between the right to emotions and the responsibility for how they’re expressed.
I’m the type of person who constantly needs to learn—through any form, in long stretches or short ones. I simply need to grow. And I’ve realized that along the way, I must also develop my emotional intelligence.
I see three main benefits of emotional intelligence in business:
- I can set boundaries without conflict, and handle interactions with difficult people in situations that are uncomfortable for both sides.
- The way I react can influence the decisions of clients and of people working on my projects.
- I help create a safe work environment. Managing and expressing emotions in a respectful way is essential for successful collaboration. This matters to me because, among other things, how “my people” feel ultimately impacts business outcomes.
On Feelings and Leadership
It’s fascinating to observe how the way I feel—and especially how I communicate those feelings to the world—shapes the functioning of people I encounter in business.
And beyond fascinating, it’s crucial. Without sufficiently developed emotional intelligence, a person cannot unlock their full potential, even with high intellect.
A good example: management positions. It doesn’t matter the industry. If you’re a manager, a high IQ plus industry knowledge might get you into a successful company. But low EQ could just as quickly push you out of it.
Emotional Intelligence as a Driver of Performance?
An emotionally intelligent person can regulate stress levels, overcome obstacles with composure, give advice, take steady steps in business with a clear head, and provide guidance when the path isn’t entirely clear—for employees or for themselves. What I mean is this:
Emotional intelligence can be the deciding factor in whether you reach your ultimate goal—or just experience partial success along the way. It directly impacts employee performance too. The way I approach challenges (and the emotions tied to that approach) is often mirrored by my team.
I also see emotional intelligence as valuable in another way. It’s especially useful when something fails—when you need to analyze it, reframe it, or find a way forward. In those moments, keeping emotions in check may be exactly what allows you to grow.
The great thing is that emotional intelligence can be developed throughout life. I actively work on it myself. Because I believe that in my workplace, it can mean a win for everyone.
