THE world is changing at breakneck speed because of Artificial Intelligence. So, Emotional Intelligence becomes more important now than ever.
In this column I (JN) interviewed Dr Travis Bradberry (TB). Dr Bradberry is the award-winning co-author of the number one bestseller Emotional Intelligence 2.0.
His bestselling books have sold more than five million copies, have been translated into 25 languages, and are available in 150 countries.
Dr Bradberry is a LinkedIn Top Voice, with 2,6 million followers.
His current book is titled The New Emotional Intelligence.
He has built a thriving business that provides emotional intelligence (EQ) tests and trains Fortune 500 companies.
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He has written for or been covered by The Harvard Business Review, World Economic Forum (WEF), The Wall Street Journal, USA Today, The Washington Post, Bloomberg Businessweek, Fortune, Fast Company and Forbes. Below is the interview with Dr Bradberry.
JN: You have your latest book, The New Emotional Intelligence. Why this book?
TB: Emotional intelligence has always mattered, but the environment leaders operate in has changed dramatically.
Artificial intelligence (AI) is accelerating execution, information is everywhere, and the half-life of technical skills keeps shrinking.
That shifts the premium toward judgment, connection, and trust. I wrote The New Emotional Intelligence to address that shift.
Leaders don’t struggle because they lack information.
They struggle because they misread people, react instead of respond, or fail to create alignment under pressure.
Emotional intelligence is what closes that gap. It turns knowledge into effective action and authority into influence.
This book is about making emotional intelligence practical and actionable in a world that’s moving faster than ever.
JN: Self-awareness in leadership- How does a leader’s ability to recognise and regulate their own emotions directly influence the trust and morale of their team?
TB: Teams don’t just respond to what leaders say. They respond to how leaders show up.
When a leader lacks self-awareness, their emotions leak.
Stress becomes tension. Frustration becomes impatience.
Uncertainty becomes inconsistency. And people feel that immediately.
Self-aware leaders do something different.
They notice their internal state before it spills into their behaviour.
That creates steadiness. Steadiness builds trust.
When people know what version of you they’re going to get, they relax.
When they relax, they contribute more openly, take smarter risks and perform at a higher level.
Morale isn’t built through speeches.
It’s built through emotional consistency.
JN: Empathy as a leadership tool- In your view, what role does empathy play in bridging cultural, generational or organisational divides within leadership contexts?
TB: Empathy is how you make differences workable.
Most divides persist because people are operating from assumptions.
Empathy replaces assumptions with understanding.
It doesn’t mean agreement. It means clarity.
When leaders take the time to understand how others see the world, they reduce friction.
People feel heard, and that changes how they engage. Resistance drops. Collaboration increases.
Empathy turns “us versus them” into “how do we solve this together”.
That’s what allows diverse teams to actually perform like teams instead of fragmented groups.
JN: Decision-making under pressure- How can emotional intelligence help leaders make sound decisions when faced with high-stakes or emotionally charged situations?
TB: Pressure narrows your thinking. When emotions spike, the brain shifts into a reactive mode.
You default to habits, biases and short-term thinking.
That’s where most poor decisions come from. Emotional intelligence creates space.
It allows leaders to pause long enough to separate the signal from the noise.
Instead of reacting to urgency or emotion, they assess what actually matters.
The best leaders aren’t the ones who feel less pressure.
They’re the ones who manage it better.
They stay composed, process information clearly, and make decisions that hold up over time.
JN: Conflict resolution- What strategies rooted in emotional intelligence can leaders use to transform conflict into collaboration rather than division?
TB: Conflict becomes destructive when people feel unheard or threatened.
The first step is lowering defensiveness.
That starts with listening to understand, not to respond.
When people feel heard, their intensity drops.
The second step is separating people from the problem.
Most conflicts get personal when they don’t need to be.
The third is reframing. Instead of asking “Who’s right?” effective leaders ask “What outcome are we trying to achieve?”
That shift moves the conversation from positions to solutions.
When people focus on a shared goal, collaboration becomes the natural next step.
JN: Sustainable influence- Many leaders rely on authority or charisma; how does emotional intelligence create a more sustainable and authentic form of influence?
TB: Authority gets compliance. Emotional intelligence earns commitment.
Charisma can create short-term momentum, but it’s inconsistent.
Emotional intelligence builds something more durable.
It builds trust. When leaders consistently demonstrate awareness, empathy and self-control, people don’t just follow them.
They believe in them. That belief drives effort, loyalty, and alignment over time.
Sustainable influence isn’t about being impressive.
It’s about being reliable in how you treat people and how you make decisions.
JN: Developing EI in teams- Beyond personal growth, how can leaders intentionally cultivate emotional intelligence within their teams to strengthen collective performance?
TB: Leaders set the emotional standard for their teams.
If you want a team with high emotional intelligence, you have to model it first.
People learn more from behaviour than instruction.
Beyond that, it comes down to creating the right environment.
Encourage open dialogue. Reward listening, not just speaking.
Normalise feedback so it becomes part of how the team operates, not something people avoid.
You can also build simple habits into the workflow.
Pausing before decisions. Reflecting after key moments. Asking better questions.
Over time, these behaviours compound.
Emotional intelligence becomes part of the culture, not just an individual skill.
JN: EQ and leadership legacy- From your research, how does emotional intelligence shape the long-term legacy of a leader compared to technical expertise or strategic vision?
TB: Technical expertise and strategy define what a leader achieves.
Emotional intelligence defines how they’re remembered.
People don’t carry forward your spreadsheets or your plans.
They carry forward how you made them feel and how you impacted their growth.
Leaders with high emotional intelligence create environments where people improve, feel valued, and do their best work.
That effect multiplies over time. That’s what builds a legacy.
Not just results, but people who are better because they worked with you.