Observe
Fortnightly sessions to map sources of friction and build a close working relationship with psychological safety.
Business unit leadership · Executive coaching and emotional intelligence
From analytical rigour to leadership that engages people
Developing the emotional intelligence and empathy identified in a 360-degree assessment
ChallengeDeveloping the emotional intelligence and empathy identified in a 360-degree assessment
WorkBusiness unit director
Duration2 years · fortnightly sessions
ScopeIndividual development followed by a final team intervention
Critical situation
Rigour delivered results. But it also created distance
The director had a strongly rational and analytical approach. The 360-degree assessment showed that this limited expressions of empathy, emotional engagement and relational leadership.
This distance created confusion when decisions were communicated and made collective alignment around the unit's objectives difficult.
Behaviour to develop
Combine analytical rigour and results expectations with relational, approachable and humane leadership
Explain challenging decisions, express empathy and involve the team in the unit's vision.
The practice and work undertaken
From a critical situation to a different way of acting
Name
Developing self-awareness in difficult decisions, with tools for communication and authentic expressions of empathy.
Experiment
An alignment workshop with the team, where the director applied new ways of engaging people and sharing the vision.
Consolidate
Support over two years to sustain changes in decision-making, communication and team climate.
What began to happen
Change became visible
Before
A rational, directive approach that created distance and difficulties with motivation.
After
More open communication, expressions of empathy and active employee involvement.
Before
Difficulty managing the relational impact of challenging decisions.
After
Confidently handling demanding processes while maintaining alignment and cohesion.
Before
Feedback focused on operational delivery and numbers.
After
Growth in relational skills recognised by the team and senior managers.
Observed signs
What changed at work
The director began explaining challenging decisions more openly and with greater attention to their impact on the team.
The new practices were developed directly with the team in an alignment workshop.
The team and senior managers recognised the growth in relational skills over two years.
“The process developed greater resilience, self-awareness and essential relational skills, producing visible continuous improvement that senior managers praised highly.”Process evaluation
What this case combined
Long-term executive coaching, 360-degree assessment, emotional intelligence and practical alignment with the team
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