Emotional Intelligence is More Important Than Ever in the Age of AI
by David Morel
While most of us accept that artificial intelligence isn’t going to take over the world just yet, there’s a growing recognition that businesses and their employees are going to have to adapt their skills pretty swiftly. According to the 2024 Global CEO Survey from consulting firm PwC, seven out of 10 CEOs believe that AI will significantly change the way their company creates, delivers and captures value over the next three years. On the plus side, 41% believe it will increase revenue. However, those in “AI-exposed” jobs (such as administration and customer service agents) have seen 27% lower job growth, and anticipate a 25% higher skills change rate than those who are not at risk.
In most cases, AI won’t replace entire jobs, but speed up or automate certain aspects of them, often freeing staff up to work on something more satisfying or of higher value. The emotionally intelligent, human side of work is something it is unlikely to be able to replicate, at least in the near future. AI’s power lies in being able to process vast amounts of data with speed and accuracy, but its limitations become apparent when it encounters the complexity of human behaviors. It’s also known for its fallibilities, sometimes producing false responses to prompts or biased outcomes because of the data it’s working on or the way it has been programmed.
I define emotional intelligence as self-awareness, which is a critical skill in this increasingly AI-driven world. Whatever level someone is working at, it’s important that they know how to read the room and adapt how they work with a colleague or client. For some, building a rapport might involve asking lots of questions about their family life; for others, they would rather you get straight to the point. Humans are adept at this and relationships are where they outshine their robot teammates. They also possess the critical thinking to be able to tell when something is wrong, to give that final pass on an AI-driven outcome. So, if the AI tool is telling us that someone is the perfect candidate for the company but we can see they are not a good fit, that’s where we add value.
High emotional intelligence often comes from the life experiences that inform our reactions. Someone who has encountered diverse (and sometimes difficult) situations will have learned from these experiences and built resilience. Similarly, someone who regularly interacts with people from varied backgrounds will have the ability to appreciate different perspectives. Encountering challenging situations means we can practice vital life skills such as adaptability and emotional control, all of which are becoming increasingly valuable in the workplace. (This comes with an important caveat, however - not everyone with life experience is emotionally intelligent, and not everyone who is emotionally intelligent has life experience. But it’s a strong indicator.)
Imagine someone starts a new job where they experience a heated disagreement with a colleague, for example. At first, they might feel overwhelmed and react impulsively, perhaps raising their voice or becoming defensive. After reflecting on this experience and receiving feedback, they might recognize the importance of staying calm and actively listening during conflicts. Over time, they’ll improve their self-regulation and communication skills. Later, if they encounter a similar situation, they handle it with composure, acknowledging the colleague's perspective, expressing their views respectfully, and working collaboratively toward a resolution. But is this really something that can be learned, or is it innate?
Emotional intelligence is a muscle, and like any muscle, it needs to be strengthened through practice. Leaders can inspire their teams to build emotional intelligence in their daily interactions. For example, employees who understand their own emotions are more likely to be empathetic of others, so when someone is angry about a work matter or frustrated with a client, show them it’s OK to voice that (within reason). Yours might be a hybrid working arrangement, but ensure that time in the office is spent collaboratively, so employees can build their feedback and communication skills. Formal training, perhaps led by an external facilitator, will help them practice scenarios where they can boost their emotional intelligence and build relationships with others.
Equipping employees with emotional intelligence is also good for business and their careers. According to TalentSmart, people with a high ‘EQ’, or ‘emotional quotient’, make an average of $29,000 per year more than people with low EQ. On average, every point increase in emotional intelligence adds $1,300 to an annual salary, it estimates. Lee Hecht Harrison Penna found that 57% of people managers said that EQ was likely to be found in the highest-performing members of a team, and three-quarters used EQ to determine promotions and salary increases. So while it may feel counterintuitive to invest in these seemingly ‘soft’ skills as a technology revolution roars around us, it’s a very smart strategy for the road ahead.