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$98 Billion Spent, But to What End? How Executives Can Close the Skills Gap and Maximize ROI in 2025

$98 Billion Spent, But to What End? How Executives Can Close the Skills Gap and Maximize ROI in 2025

Written by Andrea BruneauUS companies spent $98 billion on training last year—but are they getting what they paid for? Workforce trends show a growing urgency for upskilling, with 85% of surveyed business leaders anticipating a significant rise in skills development needs. Yet only 47% of employees strongly agree they have the skills to excel in their roles, and 60% report not receiving the on-the-job coaching they need. This growing disconnect has put ROI under the microscope, making training effectiveness and impact top priorities for organizations resource allocation and planning in 2025.In this blog, we outline how a well-designed implementation plan can transform training from a one-time event into an impactful strategic investment.Why Implementation Accountability MattersIt is human nature to struggle with change. Let's look at how this commonly plays out. Take, for example, three managers struggling to give critical feedback. They attend performance management training and head back to work feeling productive.Leader A enjoyed the time away from day-to-day tasks, but feels confident in their feedback skills and therefore sees no need to implement new strategies.Leader B understood the training concepts, but feels uncomfortable with conflict and avoids giving critical feedback out of fear of harming relationships with their staff.Leader B learned that they need to be more direct and has started barking orders at staff and making vague threats of HR action if orders are not obeyed. Without structured accountability and support, these leaders are unlikely to improve. Change efforts require clear expectations, feedback loops, and reinforcement in order to succeed.How to Create Implementation AccountabilityLets create an implementation accountability plan that will enable these leaders to succeed at implementing effective feedback strategies from their training. These are the key components:Define Clear Goals and Success MetricsAssign Ownership and AccountabilityEstablish a Milestone TimelineIncorporate Training Concepts into Daily WorkflowsTrack Progress and Adjust as Needed1. Defining Clear Goals and Success Metrics: Prior to the training, leadership defines specific outcomes they want to achieve, creating a shared understanding of what success looks like.Goal: Improve performance through managers delivering effective feedback to direct reports at least once per month.Metrics/Measurement:90% documented compliance with monthly manager-staff feedback sessions15% improvement in employee perception of timely, helpful feedback (survey results)20% decrease in unresolved performance issues, tracked by HR2. Assigning Ownership and Accountability: Rather than leaving implementation up to individual managers, leaders meet to establish roles for checking progress and providing support and resources as needed.Managers: conduct and log feedback conversations utilizing the training methodsDepartment heads: review progress with managers biweekly, ensure feedback is loggedSenior leaders: review monthly compliance data with department headsHR: prepare to provide additional coaching if managers struggle to apply the training3. Establish a Milestone Timeline: Rather than leaving employees to figure out how to apply training concepts on their own, senior leadership outlines specific changes to implement within 30 days, progress checkpoints at 60 and 90 days, and an impact assessment at 6 months.30 Days: Managers practice feedback conversations in role-play exercises and conduct one real feedback session with a direct report to then debrief with their Supervisor.60 Days: Managers document feedback sessions and receive coaching on refining their approach as needed.90 Days: HR conducts employee engagement survey and reports on unsolved performance issues. Adjustments will be made based on results.6-Month Impact Assessment: Leadership presents on success metrics (% compliance with monthly feedback sessions, % improvement in employee perception of timely, helpful feedback, and % decrease in unresolved performance issues).4. Incorporating Training Concepts into Daily Workflows: To make training concepts tangible and indicate to employees that implementation is an expectation, senior leadership reinforces training concepts through daily operations. Weekly Team Meetings: Managers share strategies tried and lessons learned from feedback discussions. Performance Reviews: A Feedback Effectiveness section is added to quarterly and yearly performance reviews to track long-term performance.Peer Coaching Groups: Managers are paired for ongoing practice and support.5. Tracking Progress and Adjusting as Needed: To ensure long-term impact, leadership implements a structured approach to monitor effectiveness and make necessary adjustments.Quarterly surveys gauge employee satisfaction with feedback quality and timelinessSenior leaders review feedback compliance data with department heads monthly, identifying teams excelling and those needing additional support.Struggling managers receive targeted coaching sessions and training material.To inspire others, leaders share success stories from managers who have improved feedback effectiveness and driven positive performance changes.The Bottom Line: Training Is Only the BeginningDeliberate implementation planning ensures training translates into action. Without accountability measures, current habits will persist. When accountability is embedded into the training process, new skills don’t just stick—they transform workplace culture. Organizations that integrate clear goals, ownership, milestone tracking, workflow reinforcement, structured follow-through, leadership commitment, and continuous evaluation bridge the gap from training room to workplace, ensuring training translates into lasting success.This blog is part of our series, Bridging the Gap from Training Room to Workplace, tackling the biggest barriers to lasting change. The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.
Understanding What Drives Success and Productivity for Your Team

Understanding What Drives Success and Productivity for Your Team

Written by Deo MwanoBeing Productive in Addressing Negative Behaviors That Impact Workforce Productivity and EfficiencyRecently, an audio recording was leaked from Jamie Dimon’s(CEO of JP Morgan) town hall meeting with his leadership team, where he expressed frustration over cultural and behavioral trends within his workforce that he believes are negatively impacting productivity and efficiency.Some of his key concerns included:Remote workers who are not fully engaged during meetings and are distracted by their phones.The overuse of meetings, committees, and group discussions, which are delaying decisions and slowing down action.Inconsistencies in work preferences that do not contribute to productivity.Employees isolating themselves within their own comfort zones, engaging only with familiar communities rather than broadening their perspectives.Generational differences in work behaviors, particularly those of Gen Z and younger millennials.Below is the audio link to the town hall recording.https://www.youtube.com/shorts/6glAn-Gj9LMAddressing Workforce Challenges ProactivelyHearing Dimon’s frustration at such a high level was revealing. At DMC, we work with our partners to help them establish clear employee expectations that define workforce culture, operations, job duties, and performance standards. This includes outlining how employees should show up for work, what is expected of them, and the consequences of failing to meet those expectations.We collaborate closely with senior leadership teams to ensure consistency in how expectations are communicated, governed, and demonstrated. A key aspect of this work involves working with different departments to understand their unique cultures and expectations.Using Real-World Scenarios for TrainingOne of the most effective methods we implement is role-play training videos that depict real workplace scenarios—both positive and negative behaviors. These videos provide a visual representation of what is expected in the workplace, often incorporating light humor to make the message more engaging.During these training sessions, employees are encouraged to ask questions about expectations and policies, fostering an interactive learning experience. These discussions also allow managers and directors to address misinterpretations of policies and behaviors, ensuring that everyone has a shared understanding of workplace expectations.However, setting expectations alone is not enough. It’s essential for organizations to evaluate how employees engage with these policies over time. Leaders must assess whether policies are understood, effectively implemented, and aligned with the company’s broader goals.Examples of Role-Play Videos DMC Creates for Our Partners:https://www.youtube.com/watch?v=zVR_RkoOSLAhttps://www.youtube.com/watch?v=mJ_4qi6S14E&t=23sWhere Is Leadership in Addressing Workplace Behaviors?As I listened to Jamie Dimon express his frustration, I couldn’t help but wonder: Where are the COO, HR leaders, and learning & development teams?If certain behaviors are negatively impacting business operations, there needs to be a proactive approach to address them. This does not mean simply condemning employees but rather:Setting clear expectations and ensuring they are well understood.Demonstrating expected behaviors rather than just discussing them.Implementing accountability measures for those who violate policies.Measuring the Impact of Workplace BehaviorsTo effectively address workplace challenges, organizations must quantify the impact of negative behaviors:How many employees are engaging in behaviors that violate expectations?What percentage of the workforce is contributing to inefficiencies?Are current policies and benefits inadvertently encouraging unproductive habits?In some cases, companies resort to removing perks and benefits to curb certain behaviors. However, without properly diagnosing the root cause, such actions may penalize the entire workforce for the actions of a few. Instead, organizations should conduct in-depth investigations to understand what’s driving these behaviors before implementing broad changes.For instance, remote work comes with both advantages and disadvantages. Instead of eliminating it outright, companies should analyze how different factors contribute to productivity and efficiency and design solutions accordingly. Before implementing drastic changes, running a pilot program to measure the impact of potential solutions can help organizations make data-driven decisions.Understanding Generational Differences in the WorkforceDemographic preferences play a crucial role in workplace behaviors.Expectations for Gen Z and millennials may differ significantly from Gen X and baby boomers due to their unique experiences and work habits.Some generational behaviors stem not from company policies but from broader societal and technological influences.Organizations need to recognize that trying to force a single approach across all generations may not be practical or effective.Instead of stigmatizing one generation over another, companies should focus on engagement strategies that respect generational differences while establishing non-negotiable workplace expectations that apply to all employees.Building a Strong Workforce Culture Through Clear ExpectationsLeadership teams must be intentional in understanding what drives their employees and how they work best. The key to maintaining operational efficiency without compromising on workplace culture is finding common ground that aligns business objectives with workforce preferences.Organizations should invest in demonstrating expectations rather than just talking about them. This means:Actively engaging with employees.Clearly articulating what is expected.Using practical demonstrations and training to reinforce workplace behaviors. The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.
Is Meritocracy Better Than DEI?

Is Meritocracy Better Than DEI?

Written by Deo MwanoIn today’s society, there are ongoing debates surrounding meritocracy and DEI (Diversity, Equity, and Inclusion)—but the real discussion should be about meritocracy versus equity. Over the past year, and more intensely in recent months, the pushback against DEI initiatives has escalated. Critics of DEI argue that hiring decisions should be based solely on skills, talent, and experience, without any other considerations. Interestingly, many DEI practitioners would agree that individuals should be evaluated based on their merit. Most DEI professionals do not advocate for hiring underqualified candidates who lack the necessary skills or expertise. However, hiring and promotion decisions are more complex than they appear, leading to conflicts between employers and employees on the best approach to recruitment and workforce development.The Role of Meritocracy in HiringAt DMC, we have collaborated with our partners for the past eight years on recruitment, retention, and employee engagement. While meritocracy is an essential approach to hiring and promotions, our experience has shown that employers consider many other factors when selecting the right candidate for their organization.The baseline qualifications—skills, talent, and experience—serve as prerequisites that most employers use to determine who advances to the interview stage. These qualifications are typically standardized and incorporated into hiring processes. In our experience, we are often invited to participate in hiring discussions, particularly for Director and VP-level positions.Once employers identify a shortlist of candidates, the hiring conversation shifts beyond just merit. Factors such as:Personality and leadership styleExperience managing large projects and annual budgetsAbility to navigate workplace dynamics, including union relationshipsPresentation and communication skillsAt this stage, hiring teams assess candidates holistically, considering both tangible and intangible qualities. We have observed this pattern across various industries, where decisions extend beyond the fundamental qualifications of skill, experience, and talent.The Unwritten Rules of HiringDespite the argument for a strict meritocratic approach, hiring decisions often involve subjective considerations that go beyond merit. In our work, we have encouraged organizations to explicitly list all the factors influencing their hiring decisions—many of which are not officially documented. These unwritten rules often include organizational preferences and biases that shape their definition of the "right candidate."If companies truly want a merit-based hiring process, they must be transparent about all the factors they consider. This means:Clearly outlining all hiring criteria beyond skills, experience, and talent.Acknowledging any preferences or biases that influence decisions.Using transparent evaluation metrics and rubrics to assess candidates objectively.The Intersection of Meritocracy, Equity, and InclusionA well-structured meritocracy—one that genuinely prioritizes talent and experience—naturally supports equity and inclusion. It ensures that individuals are evaluated for what they bring to the table based on their qualifications. However, the challenge lies in identifying and addressing the additional considerations that influence hiring decisions.For true merit-based hiring to be effective, organizations must be honest about what drives their decisions beyond merit alone. Whether it’s leadership style, personality, or workplace dynamics, these factors should be acknowledged rather than hidden. Transparency in hiring evaluations, clear rubrics, and open discussions about selection criteria are crucial for a fair and equitable hiring process.At DMC, we advocate for a transparent meritocracy—one that clearly defines all hiring factors and ensures that the best candidates are selected based on both qualifications and clearly stated organizational needs. Expanding Meritocracy to Include EquityIf organizations do not evaluate their preferences and biases in how they approach merit selection, many qualified groups that are often overlooked will continue to be excluded. As a result, these individuals will never be seen in the hiring pipeline, reinforcing the same talent pools and limiting diversity in the workforce.At DMC, when addressing equity for underrepresented groups, we focus on awareness in various industries and occupations. We encourage organizations to develop relationships with diverse community groups to introduce people to industries they may not have previously considered. This exposure allows communities to gain awareness, acquire necessary skill sets, and understand the career pathways required to enter these professions.For many of our partners, this approach has yielded significant benefits. Several organizations face workforce shortages and struggle to maintain a strong talent pipeline. To remain competitive and continue delivering high-quality services or products, businesses must expand their reach beyond a single community or recruitment pipeline.To address this, companies should:Build relationships with diverse communities.Create pathways for new talent to enter industries.Help individuals understand career opportunities and the skills required.This approach never compromises on skill sets or experience but instead creates opportunities for more communities to enter new industries. By equipping individuals with the necessary skills and knowledge, they can pursue these careers with excellence.A true meritocracy can still incorporate equity, ensuring that organizations understand how candidates arrive at opportunities and how they prepare for success. A transparent hiring process that values both merit and equitable access will ultimately build a stronger, more competitive workforce. The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.
Establishing the Need for Change: Bridging the Gap From Training Room to Workplace

Establishing the Need for Change: Bridging the Gap From Training Room to Workplace

Written by Andrea BruneauWe’ve all seen it. You and your team attend a highly engaging training session, leaving inspired, brimming with ideas, and ready to tackle new challenges. Yet, a month later, you notice that old habits persist, and few of the skills or knowledge from the session have been applied.Why is it so difficult for teams to turn training insights into meaningful, everyday practices? Often, the answer comes down to one critical factor: the lack of an internalized need for change.This blog marks the beginning of our series, "Bridging the Gap from Training Room to Workplace," where we explore the key barriers that prevent teams from effectively implementing what they’ve learned. In this first installment, we dive into the importance of fostering a genuine need for change. Future articles will tackle other key factors in creating lasting success.Why the Need for Change MattersTraining sessions are designed to provide information, tools, and frameworks to help teams improve their skills and performance. However, the first key step in real transformation is not when knowledge is shared, but when individuals and teams believe change is both necessary and achievable. Without that belief, new knowledge stays theoretical, and actionable growth becomes unlikely.Why? Because humans are creatures of habit. Teams gravitate toward comfort and familiarity. Unless the need for change feels urgent, deeply relevant, and aligned with organizational goals, people default to the status quo. A training session can light a spark, but if there’s no fuel to keep it going, it quickly fizzles out.Signs You or Your Team May Not Have Internalized the Need for ChangeResistance to Feedback: Dismissing constructive criticism or viewing it as an attack rather than an opportunity for growth.Superficial Participation: Attending training sessions but failing to engage deeply or reflect on their relevance.Lack of Follow-Through: Initial enthusiasm for new ideas or strategies fades quickly without consistent application. If you are not seeing changed behaviors then it is time to assess buy-in.Rationalizing Current Behaviors: Making excuses for why current habits don’t need to change (e.g., “It’s always worked this way”).How to Internalize the Need for ChangeHere are practical strategies to cultivate belief in the necessity for change:1. Identify the Pain PointsExplain why the training or new approach is relevant and necessary to address specific challenges, or achieve strategic goals. Growth often begins with discomfort. Reflect on where current habits or practices are falling short and consider the potential negative impacts if they remain unchanged.What’s not working in the current approach, and why?Where are the same challenges repeatedly occurring?What’s at stake if change does not occur?2. Give Direct and Honest FeedbackHonest feedback is essential for helping employees see why change is necessary and how it impacts their growth and the organization’s success. By addressing specific performance gaps, recurring issues, or missed opportunities, employees can clearly understand what’s holding them back and why change is critical.Highlight the real-world consequences of inaction.Provide specific examples to make issues tangible and actionable.Foster a dialogue to build trust and drive commitment to improvement.3. Visualize the Benefits of ChangeHighlight the positive outcomes of adopting new practices. Clearly define new expectations, and what they look like in practice. Paint a vivid picture of what success looks like.How will improving this skill impact your career, or job performance?What will your team or organization gain from this change?What personal rewards (e.g., reduced stress, increased confidence) can you expect?4. Connect Change to Personal ValuesPeople are more likely to embrace change when it aligns with their core values. To foster this connection, start by identifying the values that resonate most with your team or organization. Clarify how the proposed change supports those values and creates a stronger sense of purpose.How does this change align with what matters most?How will it help achieve long-term goals?How does this change reflect our organizational mission or vision?Reinforce these connections consistently to ensure the change feels meaningful and aligned with deeply held priorities, increasing the likelihood of sustained commitment.5. Model the BehaviorWhen a leader models new behavior, it sends a powerful, tangible message to employees that change is not just important but expected, fostering a sense of urgency among employees to adapt. Seeing leadership embrace the change highlights its relevance, making it clear that these behaviors are essential for success in the workplace. For instance, after training on effective communication, a leader who actively practices active listening and clear messaging sets a visible standard that encourages employees to improve their own communication skills.The Bottom LineThe true transformation happens when you deeply believe that change is both necessary and achievable, and commit to making it happen. Fostering an internalized need for change is the critical first step in bridging the gap between training and real-world implementation. Without this foundation, even the most engaging training sessions risk falling flat. Leaders must recognize that true transformation requires helping individuals and teams connect change to their values, goals, and day-to-day realities. By identifying pain points, providing honest feedback, and aligning change with personal and organizational priorities, you can pave the way for lasting success. The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.
Building Strong Human Connections in the Workplace: Why It Matters and How to Foster It

Building Strong Human Connections in the Workplace: Why It Matters and How to Foster It

This blog was inspired by a recent post I shared on LinkedIn about how Deo Mwano Consultancy helps organizations create spaces and implement strategies that strengthen human connections and foster collaboration to improve productivity and success.Two responses to my post stood out:"Deo Mwano, building strong human connections is key. Investing in employee experiences can transform teams and lead to lasting success. How have you seen this play out?""Deo Mwano, have you noticed how team dynamics completely transform when we prioritize genuine connections over quick performance fixes?"These thoughtful comments sparked deeper reflection on the importance of prioritizing human connection in the workplace and the profound impact it can have on team dynamics and organizational success. Stay tuned as I share examples and strategies on how investing in employee experiences can create lasting, positive transformations.In today’s fast-paced and competitive work environments, building strong human connections often takes a backseat to meeting deadlines and achieving organizational goals. However, workplace success is deeply rooted in the ability of employees to work together with respect, empathy, and collaboration.At its core, building strong human connections is about seeing the people you work with holistically—beyond their work roles. It’s about recognizing their unique identities, characteristics, and experiences that influence how they show up at work. When organizations and individuals make the effort to foster these connections, they create a more inclusive and productive workplace.Why Human Connections MatterHuman connection at work is not just about fostering camaraderie; it’s about influencing how we engage with one another on a fundamental level. When we see our colleagues as multidimensional human beings, it enables us to approach interactions with greater empathy and understanding. This doesn’t mean giving someone a pass if they fall short in their responsibilities. Rather, it’s about finding common ground and fostering a mutual sense of respect that makes collaboration more effective.At Deo Mwano Consultancy (DMC), we work with organizations to address challenges in workplace dynamics. A recurring theme we’ve observed is the lack of consideration and respect among employees. This often stems from the high-pressure environments where self-preservation takes precedence, leading to negative perceptions of colleagues. In many cases, these perceptions prevent employees from seeing the humanity in one another, further fueling workplace tensions.The Role of Perspective in Reducing Workplace FrictionWhen employees fail to see their colleagues holistically, they may focus on perceived flaws without recognizing their own imperfections. Conversely, they might miss the shared positive attributes that could bring them closer together. This lack of perspective often manifests in environments where tensions are heightened, such as between union and non-union employees.In organizations with both union and non-union teams, we’ve frequently encountered an "us vs. them" mentality. This division often arises from factors beyond the employees’ control, such as organizational policies or resource allocation. However, when employees begin to understand that both groups share similar challenges and pain points, they can find common ground. This realization fosters collaboration and a sense of unity, shifting the focus from competition to problem-solving.How to Foster Human Connection at WorkFostering human connections at work requires intentional effort from both leadership and employees. Here are a few strategies to build and sustain meaningful connections in the workplace:See Beyond Roles Recognize employees as individuals with unique identities, challenges, and contributions. This holistic view helps break down stereotypes and fosters empathy.Create Opportunities for Collaboration Encourage cross-functional projects and initiatives that bring diverse teams together. When employees work toward shared goals, it creates a sense of unity and purpose.Promote Open Dialogue Establish safe spaces where employees can voice concerns, share experiences, and discuss challenges. This openness helps employees see the humanity in one another.Address Root Causes of Tension Identify systemic issues that create friction among employees, such as resource inequities or unclear expectations. Tackling these issues head-on can help reduce misunderstandings and foster trust.Celebrate Shared Successes Recognize and celebrate the contributions of all employees, regardless of their role or background. This reinforces a culture of appreciation and mutual respect.A Call to Action for OrganizationsBuilding human connections in the workplace is not just a nice-to-have—it’s a critical component of organizational success. When employees feel respected and valued, they are more likely to collaborate effectively, innovate, and remain engaged. For organizations looking to improve workplace dynamics, fostering these connections should be a top priority.At DMC, we’ve seen firsthand the transformative power of human connection. By helping organizations and their teams see beyond roles and titles, we’ve supported them in creating environments where empathy, respect, and collaboration thrive. Whether it’s addressing tensions between union and non-union employees or fostering inclusion across diverse teams, the impact is clear: workplaces with strong human connections are better equipped to achieve their goals.ConclusionWorkplace success depends on more than just individual performance—it requires teams to work together with empathy and respect. By focusing on building strong human connections, organizations can reduce tensions, foster collaboration, and create a culture of mutual respect. It starts with seeing people as they are: human beings, complete with their strengths, challenges, and potential. The DMC Team has more than 30 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses and organizations. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.
The Leadership Edge: Identifying and Promoting Emotional Intelligence in Emerging Leaders

The Leadership Edge: Identifying and Promoting Emotional Intelligence in Emerging Leaders

Written by Andrea BruneauWhile developing a training on adaptive leadership, I was reminded of the critical role emotional intelligence plays in effective leadership. Leadership styles vary widely—autocratic, democratic, transformational, transactional, situational, and more—and most individuals naturally lean toward one or two of these approaches. However, the strongest leaders are those who possess the self-awareness to understand their default tendencies, recognize how they respond under stress, and communicate effectively with others. Equally important is their ability to assess how others operate, identify their needs, and determine what inspires them. By adapting their approach to fit the situation and the individual, these leaders demonstrate the hallmarks of emotional intelligence. Organizations must ask themselves: Are we actively identifying and cultivating these skills, both in our hiring processes and among our current emerging leaders?Technical skills alone are not enough to ensure success in leadership roles. Emotional intelligence (EI), the ability to understand and manage one’s emotions while empathizing with others, has become a critical determinant of effective leadership. For emerging leaders, EI is not just a nice-to-have trait; it’s an essential capability that shapes their ability to inspire, collaborate, and drive results. Organizations that prioritize hiring and developing leaders with high emotional intelligence are better positioned to thrive in dynamic environments.Why Emotional Intelligence Matters in LeadershipEmotional intelligence contributes to various aspects of leadership, including:Improved Communication: Leaders with high EI can effectively convey their thoughts and actively listen to their team members, fostering open and productive dialogues.Enhanced Team Collaboration: Understanding and respecting diverse perspectives enables emotionally intelligent leaders to build cohesive and high-performing teams.Conflict Resolution: Leaders with strong EI can navigate conflicts with empathy and tact, ensuring that disputes are resolved constructively.Resilience in Challenges: Emotional intelligence equips leaders with the tools to manage stress and adapt to change, inspiring their teams to do the same.Building Trust and Loyalty: Leaders who demonstrate empathy and authenticity cultivate trust, which strengthens employee engagement and retention.Identifying Emotional Intelligence in Emerging LeadersSpotting emotional intelligence during the hiring process can be challenging but not impossible. Here are key traits and behaviors to look for:Self-Awareness: Candidates who can articulate their strengths, weaknesses, and personal values exhibit a strong sense of self-awareness, a foundational component of EI.Interview Question: "Can you describe a time when you received constructive feedback? How did you process it, and what changes did you make as a result?"Empathy: Look for signs of empathy through candidates’ ability to understand and address the needs or feelings of others, often revealed in situational questions or group interactions.Interview Question: "Tell me about a time when you had to support a colleague who was struggling personally or professionally. How did you handle it?"Adaptability: Emerging leaders with high EI show a willingness to embrace change and learn from setbacks, demonstrating resilience and flexibility.Interview Question: "Can you share an example of a time when you had to adapt quickly to a significant change? How did you approach the situation, and what was the outcome?"Active Listening and Curiosity: Pay attention to how candidates engage during interviews. Those who ask clarifying questions and provide thoughtful responses likely possess strong active listening skills.Interview Question: "How do you ensure that you fully understand someone else’s perspective during a discussion? Can you provide an example of when this skill helped resolve a misunderstanding?"Conflict Management Skills: Probe candidates on past experiences with handling conflicts. Their ability to approach these situations diplomatically can indicate emotional intelligence.Interview Question: "Describe a conflict you faced in a team setting. How did you approach resolving it, and what was the result?"How to Identify and Develop Emotional Intelligence in Your OrganizationWhile hiring for emotional intelligence is important, it is equally critical to identify and nurture the aforementioned skills and abilities in emerging leaders who are already within your organization. Here’s how you can do this effectively:Performance Reviews with an EI Lens: Incorporate assessments of emotional intelligence into regular performance reviews. Look for traits like empathy, adaptability, and collaboration in current leaders.Internal Feedback Mechanisms: Utilize 360-degree feedback to help leaders gain insights into how they are perceived by peers, subordinates, and supervisors. This process encourages self-awareness and growth.EI-Focused Training: Offer targeted training programs and workshops to help existing leaders develop skills in emotional regulation, active listening, and conflict resolution.Leadership Coaching: Provide access to coaches or mentors who can guide emerging leaders in refining their emotional intelligence and applying it to real-world situations.Stretch Assignments: Assign projects or roles that push leaders out of their comfort zones, allowing them to practice adaptability, empathy, and effective communication under new circumstances.Developing Emotional Intelligence Post-HireHiring for emotional intelligence is only the first step. Organizations should invest in ongoing development opportunities to help emerging leaders strengthen their EI. This can include:Training Programs: Offer workshops on active listening, conflict resolution, and emotional regulation.Mentorship: Pair emerging leaders with seasoned mentors who demonstrate high EI to guide their growth.Regular Feedback: Foster a culture of continuous feedback to help leaders refine their emotional intelligence over time.ConclusionEmotional intelligence is a game-changer for leadership. By prioritizing EI in your hiring process and supporting its development both during and after hiring, your organization can cultivate a new generation of leaders equipped to navigate complexity, foster collaboration, and drive sustained success. As the workplace continues to evolve, emotionally intelligent leaders will remain the cornerstone of thriving teams and organizations. The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.