How HR leaders can enhance their EQ to stay ahead of AI

Technology and the plethora of apps and communication tools that we must deal with have changed our working lives.

The advent of new tools such as ChatGPT and other generative AI is set to change the way we work forever. For some this new world is alarming.

Despite the exciting technological advances, many are resisting the changes and worried about what this means for human beings. How will the machines redefine the value that we bring to the workplace?

One way for HR leaders to stay ahead and redefine their added value is to focus on working effectively with their emotions.

For now, AI has not been able to mimic or replace human empathy and compassion and certain skills such as motivating, understanding and interacting with each other are still done better by humans and the skills based on emotional intelligence (EQ).

AI systems can recognize and respond to certain emotional cues, such as facial expressions and tone of voice, but they do not have the same subjective experiences as humans who can be more nuanced in their approach.

The value of empathy

In the post-pandemic world, employers have a number of challenges as they adjust to hybrid and remote ways of working.

The so-called Great Resignation, and a shift in what individuals are now expecting from their workplaces requires leaders to step up and find new ways of attracting and retaining talent.

In this new world empathy has never been so important. It is no longer just a nice to have but is an essential leadership skill and the secret to understanding individuals and building trust.

Research is clear on the benefits of empathy for business. A study by Catalyst in 2021 highlighted how empathetic leaders drive employee engagement and innovation and how workplaces with empathetic leaders are more inclusive than those with less empathetic leaders.

Developing your empathy muscle

The good news is that empathy, like a muscle in your body, can be developed with practice.

Developing your empathy muscle can be a lot less strenuous than going to the gym. It can be as simple as being kind to yourself and having self-compassion.

Treating yourself in the same way as you would treat your best friend is a good place to start. It doesn’t mean being indulgent or complacent but rather acknowledging yourself for who you are and what you do.

Rewarding yourself from time to time and prioritizing your needs will put you in a better place to look after the needs of others.

Active listening is another great tool to develop empathy. This is when we are actively focused on the person who is speaking to us and engaged with what they are saying and feeling. This type of 360 degree listening includes paying attention to body language and all the non-verbal cues in the room.

There are many ways to practice good listening, and one of the most crucial ones is to pay attention. Many people fail to give enough time for listening, often squeezing in conversations between two meetings.

You need to be in the right frame of mind and present to connect and get the best out of a conversation. Scheduling time at the beginning or the end of the day could be the answer.

Another useful technique is to reframe what the other person has just said to show that you have listened, and ensure that you have not missed anything important. When this is done well the speaker will feel valued and heard – something that is vital for relationship-building.

Showing vulnerability

Leaders should not be afraid to occasionally display vulnerability. This competency is at the heart of human connection. It is reassuring and encourages authentic communication.

Getting the right balance of course is essential as leaders still need to maintain trust and inspiration within their teams.

A good example of how vulnerability works was highlighted in the well-known Tylenol poisoning scandal of 1982.

In a televised speech, the CEO of Johnson & Johnson was apologetic and also talked emotionally about the tragedy with tears in his eyes. His vulnerability and authenticity struck a chord with both the audience and the general public. Shares in the company that had dropped sharply at the start of the crisis rose again.

In a response to a crisis, leaders who can display selective vulnerability will continue to inspire their teams.

For example, a leader can acknowledge the difficulties that everyone may be experiencing whilst underlining the team’s competencies and highlighting a way forward.

Leaders who struggle with showing their emotions could work on developing their storytelling techniques. Telling a story to the team about something personal or professional that is both moving and relevant, can help team members feel more invested in their leadership as well as connect them to the authentic side of their bosses.

Fostering psychologically safe and inclusive cultures

Empathy and vulnerability are foundations for creating a psychologically safe space at work where team members feel free to voice opinions, disagree, come up with ideas as well as share how they feel.

In such environments, people can bring their whole selves to work without fear of being judged.

A culture of connection and belonging is closely linked to psychological safety: the belief that we are not an embarrassment or at risk of rejection.

With increased safety comes a host of other benefits including improved learning, innovation, and greater team performance.

There is an increased need for psychological safety in hybrid teams. Now that many of us are working from home, the boundary between our professional and private lives has become blurred. We often see a human side to our colleagues that we may not have seen before.

Leaders need to make an additional effort to help their teams feel safe to talk about their private lives and not feel judged for doing so.

One way to build psychological safety in the team is to provide a space to talk about feelings. Leaders can take the emotional pulses of their teams to understand how individuals around them are coping, particularly during times of upheaval.

In this way they can monitor the stress levels of their people as well as deal with any potential conflict situations which may arise. It may be helpful for teams to discuss how they would like to create safety and define the rules or boundaries needed for open discussions.

Developing empathic practices such as active listening and displaying vulnerability will also contribute to psychological safely. Leaders who can share their failures and how they have learned from their mistakes will pave the way for others to develop and grow.

Inviting feedback and being open to feedback are equally important ways of building a learning culture where individuals feel encouraged to take risks and think outside of the box.

AI and an ever-evolving workplace requires a fundamental shift in leadership and HR.

Meaningful relationships, safe and inclusive cultures and increased connection among teams will help individuals exploit the new technology as well as advance with more ease in the face of change.

AI may be able to diagnose problems and recommend solutions to issues, but humans are still best suited to motivating individuals, navigating political situations and leading teams through uncertainty.

AI presents us all with a huge opportunity to embrace the technology, to stay relevant, and to double-up on our superpower – emotional intelligence.

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