Balance Your E.I. Skills

Having emotional intelligence, often referred to as EI, is an important part of being a stronger, more effective leader.

But too many people assume that it’s all about being sweet and chipper. Sure, some EI competencies are related to sociability, sensitivity, and likeability, but others are connected to leadership skills like achievement, influence, and conflict management.

The key is to have a balance.

If you’re strong in some of the softer, emotional skills, then focus on honing skills like giving unpleasant feedback. For example, rather than using your EI to smooth over interactions with a co-worker who is overbearing and abrasive, work on bringing up the issue to your colleague directly, drawing on conflict management to give direct feedback and on emotional self-control to keep your reactivity at bay.

Adapted from “Emotional Intelligence Has 12 Elements. Which Do You Need to Work On?”
by Daniel Goleman and Richard E. Boyatzis

EI 3

Trevor Lee



Before Taking an Expat Assignment, Make Sure Your Family Is on Board

Getting an expat assignment can be exciting, but it can also be hard on your family. Before accepting a temporary reassignment to another country, think it through with your partner or family. Be sure to frame the decision as a real choice:

Should we go or stay?

And consider the degree of change: If you live in Amsterdam, relocating to Brussels is very different from moving to Guangzhou, China.

Then go through the pros and cons of each alternative, laying out the full implications for your children or extended family, your career — and your partner’s — and your support networks.

Try to anticipate and discuss how the change would affect family dynamics — e.g., shifting from a dual-career marriage to one where a spouse stays at home, or replacing a grandmother babysitter with a professional nanny.

These discussions will not only shape your decision about the assignment but also help set expectations and prevent resentment later on.

Adapted from “Making Your Expat Assignment Easier on Your Family,” by Katia Vlachos


Trevor Lee


Candidates Who Decline Your Job Offer. WHY?

Every company gets rejected by job candidates, and you’re missing a big opportunity if you don’t ask these people why they did it. The next time you get a “No, thank you” call or email, explain that there are no hard feelings and dig deeper for more information. Focus on questions like:

  • What did you see as the positive aspects of the role?
  • What were your concerns about the role?
  • What were the most important factors in the decision you made?
  • What feedback or suggestions do you have about your interviews, interviewers, and the interview process itself?
  • Can you provide feedback or suggestions for the hiring manager, human resources, or the organization overall?

These conversations might be awkward, but if you don’t solicit feedback from people you’ve interviewed, they may give that feedback publicly via social media. It may not be good!

Adapted from “Why You Should Interview People Who Turn Down a Job with Your Company,” by Ben Dattner


Trevor Lee


Executive Search & Interim Management since 2001
Connecting you with the best certified executive talent on the planet

The Servant-Leader

Leader or servant? Do the leaders in your organisation have a style tending more toward coercive, persuasive power. Are they larger-than-life figures, or are they more prone to a leadership style based on personal humility and team support?

Larger-than-life leaders have played important roles in the business world, however if you are more comfortable with inclusion rather than coercion, you may be able to evolve a leadership style that is becoming recognized as a requirement for transforming organizations from good to truly great.

Servant leadership, which is based on the premise of service to a purpose larger than self, emphasizes a holistic approach to work; a sense of community, a sharing of power in decision-making and a vision. So how are servant-leaders different?

Servant-leaders possess a mixture of personal humility and professional resolve. They are servants first, and the desire to lead flows from the desire to improve the life and work of those around and under them.

The servant-leader possesses:

  • High emotional intelligence

  • Ability to conceptualize beyond day-to-day concerns

  • Foresight

  • Commitment to the growth of others

  • Creativity

  • Regard for community (consciousness)

  • An ability for healing and restoring others

  • Empathy

  • Positive attitude

While the concept of servant-leadership may seem counter-intuitive to our image of leadership, results show its strength. The good news is that the talented leader can, with help and guidance, develop the skills of the servant-leader and create truly great organizations.

In summary is your organisation on a journey from Command and Control to Coordinate and Cultivate ?


Trevor Lee



Assess New Hires for Creativity




To build a team of creative thinkers, you need to hire people who are open to new experiences and have resilience, emotional stability, flexibility, and empathy.

During interviews with potential hires, ask questions that test for these traits. For example, you might ask the candidate to come up with multiple solutions to a problem, and then see if they are able to draw connections between those solutions to find a novel approach.

If you want to test a candidate’s ability for empathy, ask them to create a persona for a new product, or have them tell a story about a day in the life of a potential customer to see whether they can take on someone else’s perspective.

These exercises give you valuable clues as to how well the applicant can connect with others both emotionally and intellectually.

Adapted from “A Data-Driven Approach to Group Creativity,” by Bastian Bergmann and Joe Schaeppi


Trevor Lee



Hiring Globally Savvy Candidates

Most global companies are looking for leaders who can easily move between countries and cultures, take on assignments abroad, understand disparate markets, and manage diverse teams.

But these leaders aren’t always easy to find.

Start by looking at the candidates in your applicant pool who have lived abroad, and ask them about their backgrounds. Prompt them to assess and discuss the knowledge and skills they acquired through their experience. Did they launch a business or turn a struggling initiative around? What was the nature and depth of the contact they had with the culture and the people? Did they travel there, live and work alone, manage a team and family?

Asking these questions will give you a clearer sense of the candidate’s knowledge of different cultural practices and their ability to understand and communicate with people whose backgrounds differ from their own.

Adapted from “What the Best Cross-Cultural Managers Have in Common,” by Linda Brimm

The above is the passion and purpose of CEO Worldwide


Trevor Lee – EP International


We provide C-suite services in the field of talent acquisition, development and retention.


The Digital Revolution – shaping the future of leadership and talent.

I am honoured to host this thought piece by my friend and collaborator Alan Matcham


What role people?

The digital revolution including; mobile, the internet of things, big data, analytics, artificial intelligence, robotics and intelligent agents, is a huge topic for forward looking business leaders. All are wrestling with what to do and the implications on their organisational performance, people, structures, strategies and business models. Since the industrial revolution commentators have talked about machines replacing people and today the conversation continues but at a wholly different level. A recent McKinsey article Where machines could replace humans – and where they can’t (yet), July 2016, is another extremely helpful contribution to the debate. It highlights the nuances in the transformation taking place and the importance of balancing technical feasibility with the complexity of the task, social acceptance and potential returns.

Without doubt the world is shifting from analogue to digital, from the internet to the hypernet. Change is being supercharged and exponential in terms of speed, transparency, engagement and scale. IT capacity growth suggests by 2029 the human brain will be reverse engineered. The law of accelerating returns indicates that by the year 2045, progress will be so rapid it outstrips humans’ ability to comprehend it. We will have passed “singularity”, the point at which technologies capability will have crossed over many human cognitive and behavioural functions. The automation of activates we associate with human thinking and running organisations such as decision making, problem solving and learning will be within the realm of artificial intelligence, smart robotics and intelligent agents.

If you find all that slightly unnerving then take comfort from the fact that in times of great change the past is a very poor guide to the future and the future rarely turns out exactly as people think because nobody, or at least no mortal human, can currently accurately predict what is going to happen because there is no precedent.

Whatever the final outcome the trajectory, constancy and speed of change is set with dramatic implications for the way work is done, organisational forms are shaped and people working in them add value. In particular the way leadership is exercised and talent engaged. As all change brings both positive and negative consequences perhaps the biggest question is; “Are organisations and society able to manage the change in a positive way?”

Fuelling and shaping the digital trajectory

Just consider for a moment the following:

Digital Natives – the next generation of workers & customers – Much has been written about Generation Y and their different behaviours and expectations. They were born “digital”, live publically on line, naturally collaborate and are not managed by time. Without doubt they have different expectations related to responsiveness, service, information, choice, availability and access. It is therefore no surprise that HSBC has announced a plan to eliminate 50,000 jobs, close hundreds of branches and spend $1B on digital technologies over the next two years.

Mobiledelivering the digital future – There are currently more mobiles than people on the planet and half the world’s population has a subscription. Smart phones have more computing power than Apollo 11 and China (as well as other countries) has more users on mobiles than on PC’s and growing. It took Barclays 13 years to get to two million customers using internet banking and just 2 months to reach that number for mobile banking.

Internet of things – connecting through devices – There were 5 billion connected devices in 2015 which is predicted to be 50 billion by 2020. By 2026 every single person and every single thing will be connected to the hypernet … the successor to the World Wide Web. By 2020, 250 million vehicles will be connected to the Internet, giving us new possibilities for in-vehicle services and automated driving.

Big data and predictive analytics – We produce more data in 2 days than the last 200 years. The number of Bits of information digitally stored exceeds the stars in the universe. Big data has been used to predict crime before it happens by “predictive policing” and some retailers have increased profit by more than 60% using data analytics. Smartphones will soon be able to predict a consumer’s next move, their next purchase or interpret actions based on what it knows, according to Gartner, Inc. This insight will be performed based on an individual’s data gathered using cognizant computing — the next step in personal cloud computing.

The above are just the tip of the iceberg in terms of the dramatic nature digitised IT driven change is and will continue to have on organisations. Most importantly it is having a profound impact on the behaviour of most citizens, consumers, employees and people in general:

  • People are connected like never before

  • People have access to information, products and services like never before

  • People’s ideas flow like never before

The impact on organisational DNA

No matter what industry you’re in it is almost certain that to some degree your business will be impacted by the digital revolution. Preceding the McKinsey article Bain and Co. published the “Digital-Physical Mashups”, Harvard Business Review September 2014 (Figure 1) showing the relative impact of digital and physical innovations by industry through to 2020. A related form of analysis (Figure 2) by Frey & Osborne shows how susceptible certain roles are thought to be to the relentless march of “computerisation”


This is all very interesting, very exciting and to some very concerning. According to research by Citi and the Oxford Martin School, 27 Jan 2016, the impact of automation on developing countries puts up to 85% of jobs at risk in the coming decades.

Digitisation and automation hold great promise but there is another discussion to be had which relates to how all of this impacts the role and value of people in organisation, particularly the nature of leadership, management and the type of talent required.

Today we are seeing standard operating procedures being “digitised”. In the medium term as we approach singularity between automation and humans it is feasible even the most complex of tasks will be done by intelligent agents. This includes many of the key activities of leadership and management including; resource allocation, decision making, planning and perhaps even creativity and innovation.

Organisations that cope best and thrive in environments of rapid and constant change have the capability to transform, be agile, adaptive, innovative and creative. Thriving in the digital age is no different other than it needs to happen at a completely different level, all the time and faster than ever before. To cope with the constancy of change and opportunity organisational DNA needs to enable:

  • More fluid and agile structures – improving speed of decision making. Moving from hierarchies and rigid roles to self organising teams involving internal and external partners. Highly networked and outward facing. Commitment of talent and partners is increasingly voluntary as the number of direct employees drops.

  • Democratisation and transparency – greater access to information and a greater flow of information between functions and stakeholders. Knowledge levelling takes place rebalancing where influence sits.

  • Becoming highly innovative – more time and resources become available to focus on innovation as technology takes the load off administration, processing and delivery. It becomes easier and necessary to try new things. Operational disciplines become enhanced by artificial intelligence rather than diminished and human error is significantly reduced.

  • Highly technologically fluent – this becomes a core competency to leverage open platforms and greater use of digital and intelligent agents to deliver operational processes such as sales, claims, accounts, general administration, and HR administration.

  • Fewer people with different skill sets – people become increasingly focused on activities such as relationship management, partner and network relationships, innovation and prototyping, digital technology, analytics and product development.

  • Investments in ideas – it becomes increasingly likely resources follow ideas through crowd funding techniques not just traditional business cases.

  • Purpose & strategy – increasingly driven more by a compelling purpose to attract the most creative and able. For many organisations there will be a greater emphasis on agility with short term course corrections than developing 5/10 year plans.

  • Inspiring, flexible and engaging – The dominant role of people will be to design and create business value which in turn will be delivered through technology. To engage people working environments will need to appeal to the intrinsic aspects of human needs.

  • Total availability – customers can access and transact with the organisation anytime, anywhere and anyhow on any platform 365 x 24 x 7

  • Complete customer intimacy – data and analytics will enable behavioural patterns and lifestyle to be tracked in great detail. Business value will increasingly reside in knowledge not products.

  • Diversity of thought – specialists will continue but organisations will need to actively engage people who challenge and think differently to support the innovations and change efforts.

  • Decision making – increasingly more people will have a voice and decisions become peer based and not just top down based on title authority.

  • Flexibility in work contracts and reward systems will be required to stimulate engagement and suit diverse lifestyles. There will be less and less full time employees.

So what’s the shift for Leadership and Talent?

In response to the “digital revolution” as well as many other social and environmental factors, leadership will be required to shift its focus, devoting more and more of its time to the future and “business as unusual” agenda Vs the day to day operational “business as usual” agenda. This will have huge implications for the development of leadership and talent:

  • Open minded leadership is required. The core assumptions business leaders hold will become increasingly toxic and will need to be challenged and reframed. For example;

    • Our competitors are the established players – they will come from anywhere.

    • Change takes time – speed,experimentation and failure will be required

    • People need to be controlled and managed – creativity emanates from freedom

    • Only we understand our business – diversity of experience not conformity holds increasing value.

    • Specialists make the best decisions – but broader perspectives bring options

    • Work and leisure call on different values – they are becoming indivisible

  • Leadership needs to be extremely comfortable with increased transparency, knowledge leveling and access. Operating in a fishbowl environment will become the norm and consummate communication skills critical.

  • Talent will focus more on creativity over administration and competition will come from unexpected quarters. Business models will be more fluid and change often as barriers to entry reduce and intelligent agents replace human activity.

  • Talented future workers will be increasingly transient, project and contract based, looking for creative variety and meaning. Engaging talent will require a compelling employer proposition and multiple platforms to work, find and engage people.

  • Talents value will be in developing networks and ecosystems way beyond traditional organisational boundaries. Business value will be driven through innovation, connectivity, and collaboration. People who are comfortable with boundary spanning, networking and connecting will thrive.

  • Leaderships authority will be based on who you are, your value added contribution and not what you are, a job title or formal authority. The ability to “let go” will be crucial, gaining engagement will be a more facilitative process and not directive within a more self directed, virtual and part-time workforce.

  • All partners, employees and contributors will need to demonstrate technological literacy to work effectively, appreciate the language and future possibilities.

  • In a complex world leadership worries less about having the answers and more about asking the right questions and being constantly curious. The ability to actively seek different perspectives builds teams and communities will be highly valued.

  • Management control will be a function of trust, delegation and respect requiring high levels of personal awareness and emotional intelligence. Paradoxically as work becomes ever more “automated” leaders will require a deep appreciation of the drivers and shapers of human behaviour.

  • As automation progresses there will be smaller groups of full time senior employees but an increasing proportion of part-timers. General talent will be:

    • Motivated by peer recognition and the challenge.

    • Not looking for lifetime employment, more and more will have a portfolio or project based set of assignments.

    • Looking for support with personal development but perhaps less face to face programmatic and delivered on-line in bite sized chunks.

    • Requiring a compelling reason to work for the organisation increasing the importance of the intrinsic power of shared purpose and “a cause worth serving”

  • Leadership needs to be comfortable as decision making becomes increasingly collaborative, data driven and a more democratic process on complex team tasks.



This paper has tried to set out how the digital revolution will impact the way leadership is exercised and talent is managed. Of course, no one solution will in itself be enough… there is no silver bullet. Each of us must reflect on who we are, who we want to become, and change many things now as the tides of change move every faster.

Leadership and Talent Development programmes will themselves need to respond to the new reality of the digital age. Delivering traditional classroom based, subject expert driven teaching programmes is no longer enough to create the new generation of leaders.


Alan Matcham (

Is an internationally experienced executive development programme director, facilitator and educator. A passion for making work fit for people and people fit for work. His expertise is focused on Leadership and Management transformation, working to release the untapped potential in all employees. He has a record of enabling public and private sector organisations rise to the complex challenges of the 21st century.

Trevor Lee