Tariffs and Trade Updates and Information, chambercheck.ca
Tariffs and Trade Updates and Information, chambercheck.ca
|
|
||
|
The importance of emotional intelligence in leadership became very apparent during the COVID-19 pandemic as many organizations were presented with unprecedented uncertainty and disruption, as well as fear.
As a result, leaders were expected to show greater empathy and support the well-being of their employees as workplaces were forced to navigate remote working and rapidly changing conditions due to this worldwide shift.
Fast-forward several years and business leaders are now faced with a volatile economic and politic climate which may require an even higher degree of emotional intelligence in the wake of rising inflation, financial instability, geopolitical conflicts, technological disruption, and various workforce expectations.
This prolonged environment of uncertainty has transformed emotionally intelligent leadership from an important crisis-management skill into a strategic necessity.
As the pandemic crisis unfolded, business organizations faced largely shared and immediate challenges which united their employees for a common cause requiring leaders to prioritize health and safety, while trying to maintain business continuity.
However, the challenges today are less predictable with employees facing a litany of issues, including financial stresses due to the rising cost of living, burnout, mental health concerns, job security, and worries surrounding the impact of artificial intelligence and automation.
Trusted relationship critical
“Nobody works to live, they live to live,” says Vivian Ingram, Clinic Manager at Atlas Therapy in Cambridge which provides an assortment of mental counselling services.
She agrees that in this post-COVID-19 world there are more expectations when it comes to the workplace and notes the next generation of leaders now entering management positions are cognizant of issues facing employees, such as those struggling to find child-care.
“Now that you’re in a management position, you may see how it is for your employees because it’s just as hard for yourself,” says Vivian. “So, I think there is more leniency, rather than there is emotional intelligence.”
Having a strong and trusted relationship between leaders and employees is critical, especially when hybrid and remote work arrangements are involved. Today’s employees expect more flexibility and psychological safety from their leaders which if not provided can lead to higher turnover, lower engagement and more difficulty attracting new talent.
Vivian says that trust can be built when leaders communicate honestly with their employees.
“With open and host communication, you can’t just go with the problem you need to also have the answer or at least the steps to the answer,” she says, noting that having performance plans in place can assist leaders and their employees. “Recognizing where people are and where they need to be, as well as that communication and the kind of empathy that goes into that is really driving a lot of managers nowadays.”
Employees more willing to remain with employer
Balancing business performance and the well-being of employees has become pivotal for leaders, many of whom are faced with difficult decisions due to economic pressures affecting the organization, such restructuring, workforce changes and budget reductions.
Having the capacity to embrace a heightened sense of emotional intelligence lets leaders communicate these tough decisions more honestly, demonstrating compassion and strengthening trust.
As a result, employees may be more willing to stay committed to the organization if they are convinced leaders are communicating with integrity and care about their concerns.
“It’s remembering there’s the company that you need to lead,” says Vivian, noting having a healthy bottom line must remain paramount. “But that company is based on the people and if your people aren’t happy, the company is not going to be happy at the end of the day.”
Tips to strengthening emotional intelligence
Practice active listening Leaders should give employees full attention, avoid interrupting, ask clarifying questions, and summarize what they’ve heard. This demonstrates respect and improves understanding.
Develop self-awareness Regularly reflect on their emotions, strengths, weaknesses, and leadership style can assist manager and leaders. Journaling, mindfulness, or seeking feedback can help identify emotional triggers and blind spots.
Manage emotional reactions Taking a moment to think before reacting can help leaders remain calm, objective, and professional under pressure.
Show genuine empathy Try to understand employees' perspectives and challenges. Acknowledge their feelings without immediately offering solutions or judgments.
Seek and accept feedback Encourage honest feedback from colleagues, peers, and team members. Treat constructive criticism as an opportunity for growth rather than a personal attack.
Communicate with transparency Share information openly, explain decisions clearly, and be honest about uncertainties. Transparent communication builds trust and reduces employee anxiety during change.
Build strong relationships Invest time in getting to know team members personally and professionally. Regular one-on-one conversations help build trust, engagement, and collaboration.
Strengthen conflict resolution skills Address disagreements early, remain impartial, and focus on finding solutions that meet the interests of everyone involved rather than assigning blame. |
||
|
||
|
||
|
||
|
|
Brian Rodnick 314 September 14, 2026 |
|
|
Greg Durocher 41 July 28, 2023 |
|
|
Canadian Chamber of Commerce 24 January 29, 2021 |
|
|
Cambridge Chamber 2 March 27, 2020 |
750 Hespeler Road Cambridge, ON N3H 5L8
Phone: 519-622-2221
Fax: 519-622-0177
Member Login