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The Power of Emotional Intelligence in Hiring
Over the years, I’ve reviewed countless impressive resumes, and one key lesson has become clear: intelligence alone is not enough. Without emotional intelligence, even the most brilliant minds can be liabilities rather than assets. I’ve seen this firsthand with a former portfolio analyst who was incredibly smart but lacked empathy. Their approach turned routine client interactions into tense confrontations, making it impossible to maintain a productive work environment.
Letting go of that individual was difficult, but it was necessary. The damage they were causing would have been far worse if they had stayed. This experience made me realize that emotional intelligence—often referred to as emotional quotient (EQ)—should be a top priority when hiring. If you’re building a company and still focusing solely on raw intellect, you may be setting yourself up for internal conflict and cultural issues.
Why Emotional Intelligence Matters in Business
Running a small business is like navigating a busy street market at rush hour. Everything moves quickly, and emotional intelligence plays a crucial role in keeping things running smoothly. When deadlines shift suddenly, you need team members who can stay calm, read the room, and keep the team focused. High-EQ individuals are exactly what you need in these situations.
They can notice when a teammate is stressed and ask what’s wrong before tensions escalate. They can pick up on a client’s hesitation early and adjust their approach accordingly. These people think before they respond, avoiding unnecessary conflicts or snarky messages. Their ability to manage emotions helps keep collaboration flowing. Without them, tension can spread rapidly, and even the best ideas can get lost in the noise.
The ROI of Prioritizing EQ
Stress is an inherent part of being a founder, so the real question is who you want by your side when things go wrong. I’ve seen high-EQ employees turn a Friday meltdown into a Monday morning success simply by listening first, offering solutions, and maintaining everyone’s dignity. While talent is important, it’s not the only factor that determines success.
Even the most “genius” individuals can derail a project if their EQ is low. They can become bottlenecks for progress, creating unnecessary conflict and draining the team. Lost clients, burnt-out teams, and endless mediation calls all add up, and these hidden costs can hurt your business faster than any market downturn. Once you start accounting for these silent expenses, investing in EQ looks less like a soft skill and more like essential risk management.
Hire for EQ, Train for Skill
I’m not saying I don’t value smart people. I still run a company, and technical skills are important. However, I’ve learned that hard skills are easy to acquire. A motivated new hire can quickly learn through tutorials, shadowing colleagues, or short-term training programs. These skills sit on the lowest shelf because they’re accessible and predictable.
On the other hand, EQ sits on a higher shelf. It’s developed over time through experiences like handling tough feedback, defusing conflicts, and communicating bad news effectively. These instincts come from real-world practice and self-reflection, not just classroom learning. For example, while I can teach someone how to use our CRM system, I can’t teach them how to pause before speaking when a client’s tone turns icy. That kind of emotional muscle either develops naturally or it doesn’t.
When I see a candidate who remains steady under pressure, I’m willing to invest in their technical training. Whether it’s a coding boot camp, a finance masterclass, or a compliance seminar, these are fixed costs that can be planned for. But if you try to coach someone who resists feedback, you’ll find that the cost and effort never end.
How to Screen for EQ from the Job Post to the First 90 Days
Making EQ a priority starts long before a resume lands in your inbox. Write job postings that clearly highlight collaboration, adaptability, and client care alongside the technical requirements. Be specific so you attract the right candidates and filter out those who aren’t a good fit.
During interviews, avoid asking trivia-like questions. Instead, ask about the last time a project went off track and how they helped keep the team together. Listen for signs of ownership, empathy, and a clear plan—not just blame-shifting. Conduct multiple interview rounds to let the candidate’s true self show through, not because you’re trying to set them up for failure, but because fatigue often reveals the truth.
Check references thoroughly and skip the small talk. Ask how the candidate handled stress and whether their previous employer would rehire them during a crisis. After the offer, assign a culture buddy and provide real-time feedback in the first 90 days. Observe how they handle challenges before giving them major responsibilities.
The Long-Term Benefits of EQ
There’s no line item that captures the relief of ending a tough call with a client who says, “Thanks for getting where I’m coming from.” That’s the power of EQ, and its impact compounds over time. When you make emotional intelligence your first priority, you spend less time managing conflicts and more time building something meaningful. Hire people who can handle people, and the numbers will take care of themselves.