The Escalating Responsibility on Pharma COOs – Why Coaching is Now Risk Management

The Hidden Weight of Leading Pharma Ops in a Post-Pandemic, Politically Charged, Supply-Strained World

In pharma and biotech, the COO role has quietly become one of the highest-risk, highest-visibility, and least-supported functions in the C-suite. 

After years of supporting senior executives in pharma and biotech, we’ve seen firsthand how the pressure on COOs has evolved into something much more intense — and much more invisible. 

Today’s pharma operations leaders aren’t just managing complexity inside the business. They’re navigating unprecedented external forces that add weight to every decision, delay, and dollar. We hear this most often from COOs leading commercial-stage companies, scaling manufacturing, or managing global supply networks.

If you’re a COO — or supporting one — ask yourself:

Do Any of These Sound Familiar?

  • You’re constantly adjusting operational strategy around policy shifts that move faster than regulators can explain them.
  • You’re juggling the impact of the Inflation Reduction Act, PBM reform, or FDA staffing changes, but getting little internal air cover to do it.
  • Your supply chain is strained by tariffs, reshoring mandates, or BIOSECURE restrictions — while still expected to reduce COGS.
  • You’re expected to drive down costs while protecting R&D, ensuring regulatory compliance, and avoiding burnout across the org.
  • You’re dealing with a leadership team that’s been reshaped in the past 1–2 years — and trust hasn’t caught up to titles.
  • You wake up mentally solving problems you haven’t even told your team about.
  • You’re carrying the pressure of performance, people, and policy — often alone.

If you answered yes to even one of these, you’re not alone.

These aren’t just operational challenges. They’re psychological burdens being carried by high-performing leaders with no room to let them show.

🔍 The External Pressures No COO Can Ignore

Here’s what’s different about being a COO in pharma in 2025:

  1. Government Pricing Policies Are Squeezing Margins
    • IRA & MFN pricing rules are redefining how value is calculated — and who controls it
    • Pressure from Medicare negotiation creates forecasting chaos and investor tension
    • You’re trying to scale while being asked to innovate on tighter margins
  2. Supply Chain Is a Strategic Risk, Not Just an Ops Function
    • 25% tariffs on APIs from India and China are hitting margins and availability
    • You’re being pushed to reshore manufacturing, but the infrastructure isn’t ready
    • BIOSECURE concerns are causing partners to pause or pull out
  3. Regulatory Policy Shifts Are Constant
    • FDA turnover, layoffs, and clinical trial diversity rollbacks raise approval risks
    • Push for biosimilars increases market pressure — and shrinks launch runway
    • Compliance feels like a moving target, but it’s still your responsibility
  4. You’re Leading in a Fog of Uncertainty
    • R&D costs remain enormous, timelines remain long — but tolerance for delay is gone
    • Innovation is expected, but with less political and financial support
    • Cultural divide inside the org: legacy “survivors” vs. agile newcomers — no time to integrate

What Executive Coaching Offers COOs — Especially Now

Most executive coaching is positioned as a way to “improve leadership” — but for the leaders we work with, that’s not the ask.

Here’s what high-performing pharma COOs actually need from coaching right now:

  1. A Confidential Decision-Making Lab
    They need a space to think through trade-offs, regulatory nuance, political pressure, and team dynamics — with someone who understands the stakes.
  2. Strategic Pattern Recognition
    They need help identifying what’s a symptom vs. the system — and when to push, pause, or pivot.
  3. Pressure Release Without Performance Drop
    They need a partner who understands executive fatigue, leadership optics, and emotional regulation under high scrutiny.
  4. System-Level Framing, Not Just Personal Development
    Today’s coaching must go beyond mindset — it has to engage with real-world context: legislation, compliance, investor pressure, and operational reality.

Final Thought

If you’re a pharma COO or C-Suite executive, or someone who supports them, know this:

You’re not overwhelmed because you’re weak.
You’re overwhelmed because the system you lead in is more volatile, visible, and contradictory than ever before.

Coaching isn’t a soft skill anymore.
It’s executive risk management — for people who are expected to hold the entire weight of the business without losing clarity or capacity.

If this sounds familiar, let’s talk.

When Emotional Intelligence Is Missing at the Top — And How HR Can Respond

In fast-moving organizations, strategic thinking often takes center stage — and for good reason. A sharp CEO, a visionary CPO, or a data-driven CFO can unlock major business wins. But what happens when that strategic brilliance isn’t matched by emotional intelligence (EI)?

Many HR and executive leaders have seen it: exceptionally talented executives who drive performance but struggle to build trust, navigate difficult conversations, or respond with empathy. When emotional intelligence is missing at the top, it can quietly undermine everything from engagement and retention to innovation and culture.

This piece explores why emotional intelligence gaps often appear in senior leaders, why conventional coaching doesn’t always close them, and how HR can help leaders grow in ways that strengthen both their leadership and the business.

Why Emotional Intelligence Falls Through the Cracks

  1. Success Outpacing Self-AwarenessEmotional intelligence — the ability to recognize, regulate, and respond to emotions (your own and others’) — is a critical leadership capacity. Yet many executives reach senior roles through intellectual or technical excellence, not emotional mastery.

    As leaders advance, they often receive less candid feedback, and the pace of their success can outstrip the development of self-awareness. Without realizing it, they can begin to lead through intellect and authority rather than empathy and connection.

    Example: A visionary founder who once inspired teams with passion now dismisses input as “noise.” A COO who excels under pressure becomes curt and reactive in high-stakes meetings. Their behaviors are signals — not of intent, but of stress, blind spots, or underdeveloped emotional agility.

    Why it matters: Leaders who don’t stay attuned to how their emotions and behaviors affect others can unintentionally erode trust and psychological safety, even while achieving results.

  2. Neurodiversity and Different Emotional ProcessingSometimes, what looks like a lack of emotional intelligence stems from a difference in how a leader’s brain processes information and emotion.

    Executives with ADHD, autism spectrum conditions, or other forms of neurodiversity may find it harder to interpret social cues, manage impulsivity, or modulate tone in emotionally charged discussions. These challenges often coexist with extraordinary strengths — such as focus, innovation, or pattern recognition — that helped them rise in the first place.

    Example: A CTO who interrupts may not be dismissive — they may be managing a racing mind. A data-focused CFO who avoids small talk may not be cold — just wired to prioritize precision over rapport.

    Why it matters: When organizations interpret these differences solely as “low EI,” they miss an opportunity to provide support, understanding, and accommodations that bring out a leader’s full potential.

  3. Promotions Based on Technical Skill, Not People LeadershipMany organizations promote high performers based on results, not relationships. They reward analytical thinking, decisiveness, and operational excellence — but overlook empathy, coaching ability, or emotional regulation.

    Once in leadership roles, these executives face entirely new demands: influencing through trust, navigating conflict, and creating belonging. Without development in these areas, their technical competence can quickly become a barrier to connection.

    Example: A brilliant engineer becomes VP of Engineering. Suddenly, they’re spending more time managing people than writing code — and they’re out of their depth. Delegation becomes micromanagement, and feedback sounds like criticism.

    Why it matters: Leaders without strong relational skills can unintentionally create disengagement and burnout on otherwise high-performing teams.

  4. High-Growth Cultures That Reward Speed Over ReflectionIn startup or high-growth environments, the mantra is often “move fast.” Execution trumps introspection. The culture rewards decisiveness, resilience, and grit — but rarely patience or reflection.

    Example: A founder resists HR’s suggestion to conduct a listening tour: “We don’t have time for feelings.” Months later, key hires leave, feedback loops collapse, and silos harden.

    Why it matters: You can scale a product without scaling culture — but not indefinitely. Emotionally intelligent leadership is the engine of sustainable growth and psychological safety.

  5. Fear of Failure and Emotional Defensiveness
    Even the most accomplished leaders can struggle with vulnerability. Success often reinforces the belief that showing uncertainty equals weakness. When challenged, these leaders protect their identity by deflecting, rationalizing, or shutting down.Example: A CEO hears constructive feedback and immediately replies, “That’s not how I remember it.” Beneath the defensiveness is fear — fear of not being enough or of being exposed as fallible.

    Why it matters: Without a safe space to unpack those fears, leaders repeat the same patterns, undermining trust and learning opportunities.

  6. Cultural Contexts and Global Leadership Norms
    Emotional expression and empathy look different across cultures. In some places, restraint conveys professionalism; in others, openness builds connection. When organizations impose a single “EI standard,” they risk alienating global leaders whose cultural norms differ.Example: A U.S. manager sees a Japanese colleague’s reluctance to give public praise as aloofness, while that leader views humility as respect. Both are acting with integrity — but without cultural intelligence, misunderstanding grows.

    Why it matters: Emotional intelligence requires cultural sensitivity. HR’s role includes helping teams interpret intent through a global, not parochial, lens.

Why Traditional Coaching Doesn’t Always Work

Coaching can be transformative — but only if it addresses what’s beneath the surface. Many programs fail because they:

  • Focus on performance goals while avoiding emotions
  • Treat behavior as a problem to fix rather than a pattern to understand
  • Lack psychological or cultural depth

To build lasting change, leaders need coaching that integrates emotional insight, self-reflection, and systemic context.

How HR Can Respond — Without Burning Bridges

  1. Frame It as Strategy, Not Soft Skills
    If the phrase emotional intelligence triggers resistance, reframe it around outcomes: retention, innovation, team alignment, and culture.
  2. Build Insight, Not Just Awareness
    Use tools like 360° feedback, reflective debriefs, or values-based assessments to help leaders connect behavior with impact — without judgment.
  3. Bring in the Right Support
    Choose coaches who can operate at the intersection of psychology, leadership, and business systems. Use the L.A.S.T.I.C.A. framework to guide your selection:Letter What to Look For
    L Leadership and psychological fluency
    A Assessment expertise (360s, EQ-i, Hogan, etc.)
    S System-level thinking — team and org dynamics
    T Ability to build trust with skeptical executives
    I Individualized, evidence-based development plans
    C Clear tracking of behavior change
    A Alignment with HR strategy
  4. Make Emotional Growth a Leadership Competency
    Recognize and reward leaders who show empathy, adaptability, and openness to feedback. Make these behaviors part of performance metrics and succession plans.
  5. Support the System, Not Just the Individual
    Emotional intelligence flourishes in psychologically safe environments. Use team coaching, peer reflection, and structured feedback loops to reinforce learning across the organization.

Final Thought: Emotional Intelligence Is Strategic, Not Soft

When emotional intelligence is missing at the top, the effects ripple through the organization — disengaged teams, talent loss, stalled innovation, eroded trust.

But this isn’t about blame; it’s about capacity. Every leader can expand their emotional range, self-awareness, and relational agility. HR’s role is to create the right conditions for that growth — combining empathy with accountability.

In today’s workplace, emotional intelligence isn’t a luxury. It’s one of the most strategic assets any organization can build.

References

Baron-Cohen, S., Wheelwright, S., Hill, J., Raste, Y., & Plumb, I. (2001). The “Reading the Mind in the Eyes” test revised version: A study with normal adults, and adults with Asperger syndrome or high-functioning autism. Journal of Child Psychology and Psychiatry, 42(2), 241–251.

Enterprise Research Centre. (2021). Neurodivergent entrepreneurs: The case of autism.

Goldman Sachs & Genius Within. (2022). Neurodiversity: The next frontier in inclusive leadership.

Goleman, D. (1995). Emotional intelligence: Why it can matter more than IQ. Bantam Books.

Hill, L. A., Brandeau, G., Truelove, E., & Lineback, K. (2014). Collective genius: The art and practice of leading innovation. Harvard Business Review Press.

House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (Eds.). (2004). Culture, leadership, and organizations: The GLOBE study of 62 societies. Sage Publications.

Kets de Vries, M. F. R. (2006). The leader on the couch: A clinical approach to changing people and organizations. Jossey-Bass.

Lerner, D. A., Hunt, R. A., & Verheul, I. (2019). Dopamine, smartphones & entrepreneurship: An exploration of ADHD, impulsivity, and entrepreneurial intention. Journal of Business Venturing, 34(6), 105875.

Surman, C. B. (2011). ADHD in adults: What the science says. In Barkley, R. A., Murphy, K. R., & Surman, C. B. (Eds.), ADHD in adults: What the science says (pp. 24–50). Guilford Press.

Thurik, R., Khedhaouria, A., Torrès, O., & Verheul, I. (2016). Psychological traits and the entrepreneur gender gap: Evidence from France. Small Business Economics, 47(4), 807–820.

Wasserman, N. (2012). The founder’s dilemmas: Anticipating and avoiding the pitfalls that can sink a startup. Princeton University Press.

Psychologists as Coaches: A Deeper, Evidence-Based Approach to Leadership Growth

Leaders don’t just manage tasks; they set the emotional tone of an organization. When tensions rise, priorities collide, or feedback lands badly, emotional intelligence (EI) is what keeps performance, relationships, and resilience intact. The question for HR and executive sponsors isn’t whether to develop EI, it’s how to do it well, and who is best qualified to help.

At DILAN Consulting Group, our consultants and coaches are not simply therapists who added coaching to their toolkit. They are licensed psychologists with doctoral training and organizational leadership experience. This dual expertise allows them to navigate the human complexities of leadership while also understanding the realities of needing to deliver strategy and execution.

1) What Emotional Intelligence Really Is (and Why That Matters)

Long before EI became a corporate buzzword, psychologists Peter Salovey and John D. Mayer offered a precise definition: EI is “a form of social intelligence that involves the ability to monitor one’s own and others’ feelings and emotions, to discriminate among them, and to use this information to guide one’s thinking and actions.” (Salovey & Mayer, 1990, p. 189).

This definition frames EI as a set of abilities, accurate perception, understanding, and regulation of emotion, rather than a vague collection of traits. Treating EI as an ability encourages interventions that focus on assessment, deliberate practice, and feedback, rather than just motivational pep talks. Psychologist-coaches are trained to assess and build abilities like these systematically. Evidence shows that coaching can deliver real results. A widely cited meta-analysis found coaching produced, “key positive effects for learning and performance outcomes.” (Jones, Woods, & Guillaume, 2016, p. 257).

2) What Makes EI Development Stick: Spaced, Structured Learning

If the goal is to genuinely raise EI, not just motivation, structure matters. In a study comparing formats of coaching-skills training, Anthony M. Grant (2007) found that a 13-week spaced learning format improved both coaching skills and EI, while a two-day intensive did not. The takeaway for HR: sustained, structured coaching outperforms “quick fix” workshops.

The practical takeaway for HR: spaced learning with real-world practice outperforms “hit-and-run” workshops for EI growth. That finding aligns with broader evidence that coaching, when executed well, delivers positive learning and performance results in organizations (Jones et al., 2016).

This is where DILAN’s psychologist-coaches excel. They design spaced learning interventions that build skills over time, blending practice, reflection, and feedback in ways proven to work.

3) What Psychologists with Leadership Experience Bring

  1. Years of rigorous preparation
    Becoming a licensed psychologist involves over a decade of education, supervised practice, and licensure exams. This foundation equips our coaches to use validated assessments, recognize behavioral dynamics, and intervene ethically when deeper issues arise.
  2. Organizational credibility
    DILAN’s psychologists are not only trained in assessment and intervention. They have also held leadership roles themselves. They understand the pressures of leading teams, driving change, and balancing performance with culture. This lived leadership experience makes their coaching highly practical and credible with executives.
  3. Contrast with standard coaching credentials
    Many coaching programs can be completed in months to a few years. While valuable, they do not provide the depth of training in human behavior, assessment, or organization systems that psychologist-leaders bring. Even the International Coaching Federation’s (ICF) own definition underscores the distinction: coaching is “partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential.” That definition distinguishes coaching from psychology, indicating that most coaches are not trained to address complex psychological and organizational dynamics.

4) A Real-World Leadership Scenario: How Approaches Differ

The situation: A VP of Operations derails a product launch after a tense cross-functional meeting. Several directors report that the VP shuts down dissent and retaliates after feedback.

How a DILAN Psychologist-Coach Works

  1. Assessment first. Use validated 360s and ability-based EI measures to identify blind spots and triggers.
  2. Formulation. Develop a hypothesis about the interaction between stress, cognitive appraisals, and emotion regulation strategies fueling defensiveness.
  3. Deliberate practice. Create spaced micro-interventions, such as emotion labeling, cognitive reappraisal, and structured “pause-then-probe” routines, reinforced through role-play and feedback.
  4. Boundary management. If mood symptoms, trauma triggers, or substance use emerge, the psychologist is trained and ethically bound to manage risk and refer as needed.

How a Non-psychologist Coach May Proceed

  1. Set behavioral goals.
  2. Introduce communication techniques.
  3. Use stakeholder feedback loops.

Both approaches add value, but the psychologist-coach offers depth, diagnostic acumen, practical credibility and safeguards that general coaching simply cannot.

5) Why This Matters for Organizations

The research is clear; coaching can improve leadership. But when the stakes involve complex, emotion-driven behavior, the DILAN difference is that our coaches are psychologist-leaders, equipped with both psychological science and organizational experience.

For HR leaders and executives, the implications are straightforward:

  • Choose psychologist-coaches when leaders must address deep-seated behavioral patterns.
  • Invest in spaced learning, not quick fixes, for durable change.
  • Partner with coaches who can bridge science and leadership practice.

Call to Action

If your leaders need more than strategies and checklists—if they need to change how they perceive, interpret, and respond under pressure—partner with a firm whose coaches are licensed psychologists and proven leaders. At DILAN Consulting Group, we combine evidence-based assessment, psychologically informed practice, and real-world leadership experience to build durable EI—because Business is Human®.

References

California Board of Psychology. (n.d.). Frequently asked questions: Supervised professional experience.

Grant, A. M. (2007). Enhancing coaching skills and emotional intelligence through training. Industrial and Commercial Training, 39(5), 257–266.

International Coaching Federation. (n.d.-a). About ICF.

International Coaching Federation. (n.d.-b). Credentialing: Experience & education requirements (ACC, PCC, MCC).

Jones, R. J., Woods, S. A., & Guillaume, Y. R. F. (2016). The effectiveness of workplace coaching: A meta-analysis of learning and performance outcomes from coaching. Journal of Occupational and Organizational Psychology, 89(2), 249–277.

Salovey, P., & Mayer, J. D. (1990). Emotional intelligence. Imagination, Cognition and Personality, 9(3), 185–211.

Texas Behavioral Health Executive Council. (n.d.). How to become a licensed psychologist.

Why Smart Executives Miss the Mark on Emotional Intelligence—And What HR Can Do About It

They are brilliant. Strategic. Relentlessly focused. However, in the moments that require empathy, reflection, or a pause, they miss. Not because they do not care. Because they do not know how to see it.

You have likely witnessed this firsthand: high-performing leaders whose intelligence is unquestioned, but whose emotional blind spots quietly corrode trust, morale, and alignment. The results are subtle at first—missed cues, misread meetings, high churn on their teams—but over time, the organizational cost is hard to ignore. This is not about “soft skills.” It is about leadership maturity. Furthermore, HR is often left managing the fallout.

When Strategy Is not Enough

The corporate ladder favors high IQ, operational drive, and domain expertise. But leadership—especially at the executive level—requires something more profound: the ability to relate, reflect, and regulate under pressure. And most leaders have not been taught how to do so. In a recent executive offsite, I asked a dozen senior VPs:

“How many of you have ever received intentional development in emotional intelligence or relational leadership?” Not one hand went up.

They had been coached on Strategy, execution, and performance—but never on how to navigate the human experience of leading.

Daniel Goleman, the psychologist who introduced EI to the business world, puts it plainly:
“If your emotional abilities aren’t in hand, if you don’t have self-awareness, if you are not able to manage your distressing emotions… you are not going to get very far.” (Goleman, 1998, p. 36)

Why Smart People Struggle with Emotional Intelligence

This is not about character. It is about conditioning. Many high-achieving leaders built their careers on being analytically sharp, results-focused, and fast-moving. Over time, they internalize beliefs like:

  • “Emotions are distractions.”
  • “Vulnerability is risky.”
  • “If I loosen control, I lose authority.”

These beliefs were useful at one time, but they do not scale with increasing leadership complexity. And they usually go unexamined until friction arises.
Fortunately, EI is not a fixed trait—it is learnable. However, only if we name it, teach it, and expect it.

The Hidden Costs of Emotionally Underdeveloped Leadership

When emotional intelligence is lacking at the top, dysfunction shows up subtly:

  • Consistent turnover in key roles
  • Interdepartmental tension or “personality clashes”
  • A revolving door of burned-out high performers
  • Resistance to feedback—especially upward
  • Quiet disengagement in meetings and decision-making

The deeper issue is not technical. It is emotional. Brené Brown makes the cost clear:
“Leaders must either invest a reasonable amount of time attending to fears and feelings, or squander an unreasonable amount of time managing ineffective and unproductive behavior.”
(Brown, 2018, p. 68)

What This Looks Like in Practice

Take “Mark”—a senior executive with a stellar track record and a sharp mind. But his team was strained. Engagement was dropping. Turnover was high. Colleagues walked on eggshells.
He was not toxic. He was emotionally inaccessible.
An EQ assessment and 360-degree feedback process revealed the gap:
Mark saw himself as clear and direct. His team saw him as dismissive and reactive.
With coaching grounded in emotional insight, Mark began to slow down, get curious, and listen more deeply. Over time, the tone shifted. His team stabilized. And performance did not suffer—it improved. This is precisely what Richard Boyatzis calls “coaching with compassion”: “You can’t coach someone to be effective using logic when the issue is emotional.”
(Boyatzis, Smith, & Van Oosten, 2019, p. 5)

Why Surface-Level Coaching Falls Short

Most leadership coaching sticks to the behavioral layer:

  • Ask better questions.
  • Offer more praise.
  • Delegate more often.

All good advice. But it does not change the internal operating system that drives behavior—especially under stress.

Executives do not fail to connect because they lack knowledge.
They struggle because:

  • They do not see themselves clearly
  • They default to control when things get uncertain
  • Their success identity is tied to performance, not connection
  • They have never integrated empathy into authority

Marshall Goldsmith captured this challenge well:
“What got you here won’t get you there.”
(Goldsmith, 2007)

And emotional intelligence is almost always part of that “there.”

The ROI of Emotionally Intelligent Leadership

If you are still weighing whether this matters, consider the evidence:

  • Gallup found that managers account for 70% of the variance in team engagement, and engaged teams are 21% more profitable (Gallup, 2020).
  • Korn Ferry found that high-EI leaders contribute to twice the annual net income growth of their low-EI peers (Korn Ferry, 2016).
  • SHRM highlights EI as a “critical predictor of workplace success,” tied to better communication, collaboration, and resilience (SHRM, 2020).
  • CCL found that 75% of careers derail due to interpersonal shortcomings, rather than a lack of technical skills (Center for Creative Leadership, 2018).

The numbers speak for themselves. However, this is about more than performance.

As Susan David writes:

“Discomfort is the price of admission to a meaningful life.”
(David, 2016)

That includes meaningful leadership growth.

What Emotionally Intelligent Leadership Looks Like

Based on decades of validated research, high-EI leaders consistently demonstrate:

  • Self-awareness – They recognize their own emotional patterns and triggers
  • Self-regulation – They manage their reactions under pressure
  • Empathy – They attune to the needs and emotions of others
  • Motivation – They lead from purpose, not just position
  • Social skill – They navigate complexity, resolve tension, and build trust

These are not “soft” skills. They are strategic competencies. And they are measurable.

How HR Can Lead the Shift

If emotional intelligence is to become a leadership standard, HR must lead the charge. Here is where to begin:

  1. Frame EI as a Competitive Advantage
    Position it as core to leadership readiness—not a fix for broken leaders.
  2. Use Assessment, Not Assumptions
    Deploy tools like EQ-i 2.0 or the ESCI alongside 360-degree feedback to illuminate areas for growth.
  3. Invest in Coaches with Psychological Depth
    Find coaches who can address identity, mindset, and emotional regulation—not just tactical behavior.
  4. Integrate EI Into Your Leadership Framework
    Please include it in promotion criteria, onboarding, talent review, and leadership development tracks.
  5. Normalize Feedback and Self-Reflection
    Create environments where emotional growth is expected—not stigmatized.

Where to Start: Make It Measurable, Make It Matter

People pay attention to what is measured. They respond to what is rewarded.
If emotional intelligence does not appear in your performance reviews, incentive structures, or leadership scorecards, it will remain optional.

Start here:

  • Add emotional intelligence to your performance review process
  • Incorporate EI into your leadership competency model
  • Use assessments at key inflection points: onboarding, promotion, reorgs
  • Recognize and reward relational leadership, not just results

If it is not measured, it will not be prioritized. If it is not rewarded, it will not stick.

Final Word to HR and the C-Suite

You already know who the emotionally underdeveloped leaders are.
You have seen the disengagement, the conflict, the turnover.
You have tried reorgs, coaching, and performance plans.
The problem is not Strategy. Its capacity.
And emotional intelligence is the unlock.
The future of leadership is more human.

And that is not idealism—it is operational wisdom.

Coming Next

This is the first of two blog posts on emotional intelligence in leadership. The next post will examine how psychologists develop emotional intelligence in executives compared to traditional executive coaching approaches, and why that distinction matters for lasting leadership growth.

References (APA Style, Alphabetical Order)

Boyatzis, R., Smith, M., & Van Oosten, E. (2019). Helping people change: Coaching with compassion for lifelong learning and growth. Harvard Business Review Press.

Bradberry, T., & Greaves, J. (2009). Emotional intelligence 2.0. TalentSmart.

Brown, B. (2018). Dare to lead: Brave work. Tough conversations. Whole hearts. Random House.
Center for Creative Leadership. (2018). The derailment factors in leadership. CCL.

David, S. (2016). Emotional agility: Get unstuck, embrace change, and thrive in work and life. Avery.

Gallup. (2020). State of the American manager: Analytics and advice for leaders. Gallup Press.

Goldsmith, M. (2007). What got you here won’t get you there: How successful people become even more successful. Hyperion.

Goleman, D. (1998). Working with emotional intelligence. Bantam Books.

Korn Ferry. (2016). Emotional intelligence: The essential skillset for the age of AI. Korn Ferry Institute.

SHRM. (2020). Emotional intelligence in the workplace: Why it matters and how to develop it. SHRM.

Business Is Human: The Future of Leadership Lies in Empathic Accountability

In a workplace transformed by complexity, volatility, and human longing for meaning, the old leadership models—command and control, carrot and stick—no longer work. And that’s not a motivational mantra—it’s a neurological and social fact.

We now understand that Business is Human®. The most successful organizations do not just tolerate that truth; they design around it. When leaders lean into empathy and accountability, they create the conditions for both high performance and deep trust. Moreover, in the messy middle of that intersection lies something powerful: psychological safety.

However, how do we operationalize these ideas in real teams, with real deadlines and real humans?

This blog outlines the research, drawing from neuroscience, behavioral research, and lived experience. It includes tools, ideas, and models to help create cultures where people feel seen, challenged, and empowered to grow.

Why Empathy Alone Is Not Enough

Empathy is often misunderstood as softness, permissiveness, or accommodation. However, as neuroscientist Jean Decety defines it, genuine empathy is the capacity to understand and feel what others are experiencing while maintaining clear self-other boundaries (Decety, 2015). Empathy without boundaries leads to burnout or rescuing behavior. Leaders stuck here may avoid hard conversations or hold back critical feedback.

Empathy needs structure. Empathy needs accountability.

Accountability Without Empathy Fails Too

On the flip side, accountability can drift into control. As Lerner and Tetlock found, accountability can improve reasoning—but only when people feel safe and respected (Lerner & Tetlock, 1999). Otherwise, it leads to defensiveness, fear, and box-checking compliance. This is why we need an integrated approach—Empathic Accountability.

Empathic Accountability: A Map for Modern Leadership

Here is how we define it:

Empathic Accountability is the practice of holding people (and ourselves) to clear, meaningful standards that honor their humanity, emotions, and dignity.

It is not a compromise. It is a catalyst. Leaders who operate in this space create environments where people feel safe to take risks, own mistakes, and stretch toward potential. Psychological safety is the #1 predictor of team performance, as confirmed by leading organizational studies.

Chart: How Empathy, Accountability & Psychological Safety Work Together

Leadership Trait

When Overused

When Underused

Healthy Expression
Empathy Over-identification, rescuing Disconnection, coldness Understands others’ experience without losing boundaries
Accountability Control, micromanagement Avoidance, inconsistency Holds people (and self) to clear standards with fairness and follow-through
Psychological Safety Tolerates low performance Fear culture, learned helplessness People feel safe to speak up, take risks, and admit mistakes without fear of shame
Radical Candor Obnoxious aggression Ruinous empathy Cares personally and challenges directly (Scott, 2017)

How-To: Building a Culture of Empathic Accountability

Let us get practical. Here are actionable steps to bring this integrated leadership model to life:

  1. Start with Curiosity, Not Conclusions
    When mistakes happen or performance slips, most managers go straight to correction. However, empathetic accountability starts with understanding:
    Ask: “What is getting in the way?” before “Why didn’t this happen?”

This shifts the focus from blame to partnership, which disarms defensiveness and fosters dialogue.

  1. Create Agreements, Not Expectations

Expectations are assumptions. Agreements are shared commitments. The best leaders co-create clarity with their teams:

  • Instead of: “I expect this by Friday.”
  • Try: “Can we agree to this by Friday? What would make that doable for you?”

When people co-author the terms, accountability becomes intrinsic

  1. Anchor Feedback in Care and Clarity
    Kim Scott coined the term “Radical Candor,” a framework that beautifully captures the balance of “caring personally while challenging directly.” Leaders who master this don’t sugarcoat or avoid—they speak hard truths in a spirit of partnership.
  • Care Personally: Take time to understand the whole human story.
  • Challenge Directly: Do not dance around the issue. Be clear. Be honest.
  1. Model Psychological Safety Out Loud

Leaders go first. If you want others to own mistakes or admit confusion, you must normalize it.

Say things like:

  • “I dropped the ball here.”
  • “I am not sure—I need your input.”
  • “It is okay to experiment and learn—we do not need to be perfect.”

This is especially important in hybrid or remote settings, where silence can feel like judgment. 

  1. Design for Reflection and Repair

Real teams will mess up. What matters is how you recover. Build in moments for repair:

  • Use team retrospectives not just for the process but for emotion and connection.
  • Try the format: “What helped, what hurt, what’s next?”
  • Normalize apologies and course-corrections.

These rituals reinforce safety and accountability.

Real Talk: This Is Not About Being “Nice”

Empathic accountability isn’t weak. It is not about harmony at all costs.

It is about rigor, integrity, holding the line, and treating people with respect. You can be compassionate and direct, care deeply, and challenge fiercely.

The best leaders do both every day.

Leadership in the Smart Machine Age

One more powerful framework from Edward Hess and Katherine Ludwig, authors of Humility, is the New Smart (Hess & Ludwig, 2020). In a world where AI can out-analyze us, they argue, our competitive advantage is emotional and relational intelligence.

They promote “Otherness Thinking”—a mindset that centers on empathy, vulnerability, and mutual accountability as core human skills that technology cannot replace.

Their leadership model is a direct match for our Business is Human philosophy.

Final Thoughts: The Human Way Is the High-Performance Way

If you want innovation, trust, engagement, and sustainable results—start here:

  • Lead with empathy.
  • Anchor with accountability.
  • Create the psychological safety people need to grow, take risks, and be real.

This is the new baseline of Leadership—not just because it is kind, but because it works.

Because business is human.

References

Batson, C. D. (2011). Altruism in humans. Oxford University Press.

Brown, B. (2018). Dare to lead: Brave work. Tough conversations. Whole hearts. Random House.

Decety, J. (2015). The neural pathways, development, and functions of empathy. Current Opinion in Behavioral Sciences, 3, 1–6.

Goleman, D. (2006). Social intelligence: The revolutionary new science of human relationships. Bantam Books.

Hess, E., & Ludwig, K. (2020). Humility is the new smart: Rethinking human excellence in the smart machine age. Berrett-Koehler.

Lerner, J. S., & Tetlock, P. E. (1999). Accounting for the effects of accountability. Psychological Bulletin, 125(2), 255–275.

Scott, K. (2017). Radical candor: Be a kick-ass boss without losing your humanity—St. Martin’s Press.

 

Why Transparent Leadership Is Essential During Organizational Change

Change is no longer a one-time event or a passing storm—it is the new constant in today’s organizations. Whether your company is facing restructuring, digital transformation, or culture shifts, transparent leadership during change is what separates teams that thrive from those that fracture. This blog explores why transparent leadership matters more than ever and shares proven strategies to help leaders guide their teams with trust and clarity.

Despite its importance, many leaders hesitate to fully embrace transparency. It can feel risky to let go of control, show vulnerability, and share information that is still evolving. However, the reality is this: the more uncertain the environment, the greater the need for clarity and open communication. As leadership expert Brené Brown reminds us, “Clear is kind. Unclear is unkind.”

This blog explores why transparency in leadership is crucial during organizational change and offers proven, research-backed strategies from top experts to help leaders build trust, psychological safety, and buy-in through open communication.

The Case for Transparent Leadership in Organizational Change

Transparency goes far beyond simply sharing updates or logistics. It is a powerful leadership practice that builds three critical assets during change: trust, psychological safety, and employee buy-in.

John Kotter, a pioneer in change management, stresses that people only commit to change when they believe it will bring value. “People will not make sacrifices, even if they are unhappy with the status quo unless they believe that useful change is possible.” Transparent leadership nurtures that belief by clearly communicating the purpose and vision behind change efforts.

Organizational culture expert Edgar Schein argues that leaders’ most important role during change is to shape and manage culture. “The only thing of real importance that leaders do is to create and manage culture.” When leaders hide information or send mixed messages, they create a culture of distrust and defensiveness. In contrast, transparent leaders foster trust and openness.

 

Five Expert Perspectives on Transparent Leadership During Change

  1. John P. Kotter: Communicate the Vision with Clarity

Kotter’s 8-Step Change Model identifies communication as essential for successful transformation. Step 4 focuses on communicating the vision to gain buy-in. Leaders should explain the “why” behind change repeatedly, using simple language and real-world examples—not corporate jargon or slides.

Action Tip: Start every team meeting by restating the core reason for change. Make it relatable and clear.

  1. Brené Brown: Lead with Vulnerability

Brown shows that leaders who admit what they know—and what they don’t—build stronger, more resilient teams. Sharing uncertainty and past mistakes invites honesty and openness across the organization.

Action Tip: Use language like, “Here’s what we know, and here’s what we’re still figuring out.” Your team will trust your honesty more than forced optimism.

  1. William Bridges: Guide the Emotional Journey

Bridges distinguishes between change (the external event) and transition (the internal process). Leaders who ignore the emotional side of change—grief, fear, confusion—risk leaving their teams stuck. Naming and normalizing these feelings helps people move forward.

Action Tip: Create safe spaces for conversations about what people are leaving behind and what they need to feel grounded. Provide frequent updates, even when outcomes are uncertain.

  1. Edgar H. Schein: Shape Culture Through Open Dialogue

Schein emphasizes that leaders define culture through their communication and response to feedback. Transparent leaders model candor, especially under pressure, signaling that honest dialogue is expected and safe.

Action Tip: Address tough topics directly in all-hands meetings. For example, say, “We’ve heard concerns about layoffs. Here’s what we know now and how we’ll update you moving forward.”

  1. Amy Edmondson: Foster Psychological Safety

Edmondson’s research shows that teams innovate and adapt when they feel psychologically safe. Leaders who communicate openly and encourage others to share concerns and mistakes build that safety, which is vital during complex change.

Action Tip: After updates, ask, “What questions are still on your mind?” and “What’s unclear?” Listen carefully and respond without defensiveness.

Best Practices for Transparent Leadership During Change

Expert Best Practice Leadership Action
John Kotter Communicate vision clearly and often Repeat the “why” in every meeting with stories and data
Brené Brown Lead with vulnerability and truth Say: “Here’s what we know; here’s what we’re learning”
William Bridges Address the emotional side of transition Hold conversations about what’s ending and why
Edgar Schein Make transparency part of your culture Speak honestly during tough conversations
Amy Edmondson Build psychological safety through candor Invite concerns and respond with curiosity, not judgment

Why Transparent Leadership Is No Longer Optional

Change will always bring uncertainty. But transparent leadership provides something teams can hold onto: truth, consistency, and connection. When leaders openly communicate, admit what they don’t know, and listen actively, they transform uncertainty into shared responsibility.

Teams don’t need perfection; they need honesty and courage. They need leaders who step into the light—especially when the path ahead feels unclear.

Transparency during change is not about sharing every detail. It’s about speaking to people, not just at them, with empathy and authenticity.

Lead openly, and people will follow—not just because they must, but because they believe.

References
  • Bridges, W. (2009). Managing transitions: Making the most of change (3rd ed.). Da Capo Press.
  • Brown, B. (2018). Dare to lead: Brave work. Tough conversations. Whole hearts. Random House.
  • Edmondson, A. C. (2019). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. Wiley.
  • Kotter, J. P. (1996). Leading change. Harvard Business School Press.
  • Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.

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