3 Power Skills to Prioritize: Using EQ to Build Successful Teams

Power skills are increasingly recognized as drivers of business success. In fact, one expert attributes emotional intelligence (EQ) to 85% of a leader’s success, compared to just 15% for technical skills. This emphasis on power skills is critical. For HR professionals, understanding and leveraging EQ can empower their organization to navigate challenges and thrive amid constant change.

The four elements of EQ are self-awareness, self-management, social awareness, and relationship management. Vanessa Zamy, managing principal and global speaker at LiberationX Contracts, discussed the importance of these “human skills” or “power skills” in driving organizational success in an AI-driven world at SHRM25 in San Diego.

Why Emotional Intelligence (EQ) Matters in the Age of AI

“Emotional intelligence is the ability to understand and manage your own emotions and the emotions of others,” Zamy said. “... It’s more important for you to be human than it is for you to know how to do a PivotTable [in Microsoft Excel].”  

According to SHRM’s Automation & AI in HR survey report, 35% of organizations avoid using automation and AI in HR-related activities because they believe AI lacks the human touch. This highlights that HR professionals perceive EQ as a crucial differentiator, recognizing that while AI can streamline processes, it cannot replace the emotional intelligence needed to navigate complex interpersonal dynamics and build authentic connections. Having EQ enables HR professionals to address emotional contexts that technology overlooks. 

Zamy explained when an HR professional is experiencing stress at work, emotional intelligence enables them to recognize and manage their emotions in a healthy and constructive manner. For instance, rather than allowing stress to negatively impact their interactions or decision-making, they might pause to assess their feelings, take a few deep breaths to regain composure, or engage in a grounding activity such as going for a brief walk. Alternatively, they might choose to confide in a trusted colleague to share their concerns and gain perspective, fostering both emotional relief and professional camaraderie. These practices not only help the HR professional maintain their emotional balance but also ensure they approach workplace challenges with clarity and resilience.

How Power Skills Benefit Teams  

In today’s dynamic and evolving workplace, technical expertise alone is no longer sufficient to drive success. Zamy shared three power skills for HR professionals to focus on:

1. Emotional Resilience

Zamy defined emotional resilience as “the ability to bounce back from setbacks,” cope with stress, and maintain a positive outlook. She emphasized its significance as a foundational skill for navigating workplace challenges such as organizational changes, tight deadlines, and unexpected failures. For example, if an HR professional’s proposed initiative to improve employee engagement is met with resistance or fails to deliver the expected results, they might reflect on the lessons learned, seek feedback, and adjust their approach, rather than becoming discouraged. By maintaining focus and optimism, they can inspire their team to stay motivated and work collaboratively toward a revised solution.

Leaders and employees with emotional resilience are better equipped to adapt to change, overcome obstacles, and sustain productivity, even in high-pressure environments. Organizations that prioritize this skill in their teams cultivate a culture of perseverance and adaptability, which is essential in today’s fast-paced and unpredictable business landscape. 

2. Emotional Regulation

Emotional regulation involves the ability to manage conflict, communicate effectively, and maintain composure in challenging situations. Zamy noted that conflict is a natural part of teamwork, but how it is resolved through emotional regulation is what matters most. HR professionals can practice emotional regulation by remaining calm and neutral during heated discussions, actively listening to all parties involved, and reframing emotionally charged statements to focus on solutions. For example, if two employees are in conflict over workload distribution, an HR professional might acknowledge each person’s concerns without taking sides, guide the conversation toward shared goals, and facilitate a compromise that satisfies both parties.

She referenced educational psychologist Bruce Tuckman’s five stages of team development: forming, storming, norming, performing, and adjourning. The storming stage, characterized by disagreements and conflict, is pivotal, and teams that navigate this stage effectively through emotional regulation build stronger collaboration and trust. Furthermore, emotional regulation enhances decision-making under pressure, ensuring that leaders and teams respond thoughtfully rather than react impulsively. By mastering this skill, individuals can foster healthier workplace relationships and create a more cohesive and productive team environment.

3. Psychological Safety 

Zamy defines psychological safety as “the ability to create an environment where employees feel safe to express ideas, take risks, and collaborate without fear of judgment or reprisal.” In other words, psychological safety is the foundation of high-performing teams and a critical driver of organizational success. 

Leaders with high EQ foster psychologically safe environments by listening actively, responding with empathy, and encouraging open dialogue. For example, a leader might frame mistakes as learning opportunities rather than assigning blame, showing employees that risks and ideas are valued. Employees in such environments are more likely to take creative risks, collaborate effectively, and remain committed to the organization. Organizations that prioritize psychological safety experience higher engagement and retention, Zamy noted.

Actionable Strategies for HR Professionals

HR professionals are uniquely positioned to cultivate emotional intelligence and psychological safety across the organization. They can begin by designing and implementing workshops and training programs that focus on developing essential EQ skills, such as empathy, resilience, and emotional regulation, explained one attendee during the Q&A.

Another attendee added that HR professionals could offer coaching opportunities for managers and leaders to enhance their ability to navigate emotions, resolve conflicts constructively, and foster stronger team dynamics. 

Additionally, Zamy urged HR to champion open communication by creating policies and practices that encourage employees to share ideas, provide feedback, and collaborate freely, building a culture of psychological safety that drives innovation, engagement, and retention.