As a financial consultant, self-awareness and self-governance are essential qualities that contribute to emotional intelligence. It is important to understand and manage our own emotions, biases, and beliefs as they can influence our decisions and interactions with clients. Self-awareness allows us to recognize our strengths and weaknesses, and to adapt our behavior to meet the needs of our clients. Self-governance helps us to regulate our emotions and behaviors, particularly in high-pressure situations, to make sound decisions and maintain professionalism. Developing emotional intelligence is crucial for building trust and establishing strong relationships with clients, which is vital in the financial industry.

Recognizing when you are being triggered is one of the hardest first steps in emotional self-regulation. Often times we may know when we experience a very sudden emotional or physical response to something or someone. At that moment, if you can imagine yourself driving the car...and then imagine that once you are triggered, if you don't recognize and practice mindfulness, all of a sudden your emotions are now driving the car while you're in the backseat. And that's a dangerous way to operate a vehicle!

Good top-level managers tend to evaluate business problems and situations basis their previous professional experience. Although that provides a faster reaction time and results in quicker decisions, it can also miss out an important shifts in markets' dynamics and trends, as past knowledge may be outdated. Great top-level executives measure their urge to slice through a Gordian knot of the problem and LISTEN to their teams and clients, prior to moving into action. It takes a lot of courage and personal development to move from Good to Great manager, as it requires a suppression of alpha- behaviour and humbleness to acknowledge that your team members may have a deeper understanding of the situation that you have.

Develop empathy and learn to support others. People need to be supported. They don't need to be knocked down with words. Many people don't understand the power of their words and this is especially important for individuals in leadership roles. If you don't have empathy for others, do some exploring and find out why. And then fix it.

From an engineering management perspective, emotional intelligence is a fundamental bedrock to fostering a culture of innovation by encouraging risk taking and experimentation and by providing a safe space for employees to share their ideas and leveraging diverse perspectives to drive creative problem-solving. Engineering leaders who prioritize emotional intelligence can nurture teams that are not only technically proficient but also collaborative, creative and innovative.

I've been fortunate enough to lead teams in various industries over the years, and one thing I've learned is that teams tend to trust leaders they can relate to. It doesn't matter if you're leading a small team or a big one - this rule always applies. As such, emotional intelligence remains an essential skill for managers as it allows you to build trust and create an environment where everyone feels comfortable being themselves and contributing their unique ideas. When leaders show that they care and can be vulnerable, their teams become more likely to reciprocate with the same level of dedication and enthusiasm.