Corporate research consistently confirms a striking pattern: the passport for being hired is a set of technical competencies. Yet more than 80% of professionals are dismissed not because they are deficient in the knowledge of their field, but primarily because of behavioral problems. The skills that open the door are not the skills that keep you inside.
The constant and growing stimulus we receive is to seek new knowledge and technical resources for better job performance. There is still some skepticism and, in some cases, outright bias against personal development, against the importance of therapy, and against training that builds more effective behaviors and helps individuals better understand themselves and improve their attitudes.
The Hidden Cost of Low Emotional Intelligence
A lack of self-knowledge, insufficient sensitivity in relating to others, and difficulty handling situations that cause discomfort can damage the reputation and development of a leader and, consequently, of those they lead. It can generate friction, wear down relationships among colleagues, and lead to the loss of talented people, clients, and business. In this context, emotional intelligence at work can be a powerful ally.
As with everything that involves personal growth, when a professional develops emotionally, everyone within their sphere of influence gains: at work, in the family, in society. Emotional intelligence enables individuals to manage their emotions better, to consider emotions in the context of lived situations, and to improve interpersonal relationships in ways that benefit both the individual and those around them.
Goleman's Five Dimensions
According to Daniel Goleman, one of the foremost researchers and communicators on the subject, the dimensions of emotional intelligence are: self-awareness, self-regulation, empathy, self-motivation, and social aptitude. In his research, Goleman found that 70% of the results a leader achieves are connected to their emotional intelligence, their EQ, not their IQ.
This competency is being demanded of professionals with increasing urgency. To improve performance, we often do not even recognize which type of intelligence is missing in our daily life. One of the causes is excessive concern with intellectual development and the corresponding undervaluing, discrediting, and even prejudice regarding emotions as a legitimate domain of professional growth.
What Happens When We Ignore Emotions
If we disregard this human dimension, we produce professionals who are less prepared than they could be. Emotions have the power to influence reasoning. When emotional intelligence is absent, organizations face the departure of talented people and significant financial losses. These are not soft costs. They show up directly in retention numbers, team performance, client relationships, and organizational culture.
The investment in emotional intelligence is not a nicety. It is the most underutilized lever available to leaders and organizations that want to build sustainable, high-performing cultures built on genuine human effectiveness.