Practical Examples
The stories below show how leaders apply emotional intelligence to build safer, stronger, and more productive teams. Each reflects a key dimension of Optimised Leadership.
Executive Well-Being
Jonas, a department head, recently managed a crisis involving a major client who unexpectedly pulled out of a contract. While the pressure was immense, Jonas maintained emotional stability. He took a walk during his break to process the stress, then returned to the office and calmly gathered the team.
“I know this is a setback,” he said, “but we’re going to treat it as a challenge, not a catastrophe.”
He delegated tasks clearly, set priorities for recovery, and ensured his team knew they had his support. His emotional resilience set the tone for constructive action and helped the team move forward without panic.
Sociability
Linh, a product lead, thrives on cross-functional collaboration. She noticed that remote workers were disengaging during team calls. Instead of letting the pattern continue, she began each call with a short check-in round and encouraged video participation.
She also created a rotating buddy system for collaboration and informal chats.
Over time, team members reported feeling more connected. Linh’s effort to build relationships wasn’t about being social for its own sake - it created stronger team cohesion and more effective day-to-day coordination.
Grounded Support
Fatima, a middle manager, noticed that a usually engaged team member had become withdrawn. Rather than making assumptions, she invited them for coffee and asked, “I’ve noticed a shift - how are you doing?”
The team member opened up about a personal loss. Fatima didn’t rush to solve the problem but listened fully and offered flexibility in workload.
Later, she brought the team together for an open discussion about how to support each other during hard times. Her empathy and calm presence fostered psychological safety and a more caring team culture.
Self-Regulation
Martin, a senior leader, was preparing for a difficult board meeting where a major strategic proposal was likely to face resistance. Rather than becoming defensive, he prepped with mindfulness techniques and anticipated objections.
During the meeting, when challenged sharply, Martin paused, acknowledged the concern, and responded without taking it personally.
“I see where you’re coming from,” he said. “Let’s explore that risk together.”
His emotional control shifted the tone of the meeting from confrontation to collaboration, and the board ultimately approved a modified plan.
Why These Examples Matter
Optimised Leadership isn’t about being “nice” - it’s about being emotionally intelligent in ways that increase performance, resilience, and trust. These stories demonstrate how:
- Emotional control can stabilise a team under pressure
- Empathy strengthens individual and group commitment
- Self-awareness reduces conflict and builds credibility
- Social skills support open dialogue and collaboration
Together, these capacities equip leaders to thrive - and help others thrive - in today’s complex environments.
Want to explore more in-depth examples of both high and low match leaders?
Download the full PDF for use in workshops or team sessions here.
