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Emotional intelligence is one of the most valued traits in executive leadership today.
It’s also one of the most misunderstood.
In interviews, every candidate knows how to speak about empathy, collaboration, and “bringing people on the journey.”
But when does that emotional intelligence start to look more like emotional avoidance?
If you’re hiring into a senior role in consumer goods or food and beverage manufacturing, this distinction matters.
Hiring someone who avoids hard conversations risks building a culture that performs around problems, not through them.
The leaders delivering the best outcomes in 2025 understand how to build trust and rapport — without dodging the accountability that comes with real leadership.
In complex, fast-paced industries like FMCG and food production, leaders need more than technical expertise.
They must influence, de-escalate tension, manage change, and build alignment across functions.
That’s where emotional intelligence shines.
High-EQ leaders are more likely to:
The research backs this up. According to a 2024 EHL Insights report, emotionally intelligent leaders improve employee satisfaction, engagement, and collaboration — all essential in manufacturing settings where coordination between departments is critical.
But there’s a fine line between emotional intelligence and emotional overcorrection.
The risk is subtle: leaders who over-index on empathy may begin to avoid the discomfort of conflict altogether.
That looks like:
A 2024 Forbes article described how emotionally avoidant leaders — despite good intentions — often undermine the very culture they’re trying to protect. Accountability erodes, decisions slow down, and high performers become disengaged.
We’ve seen this play out in executive search mandates across the sector. On paper, a candidate may appear ideal: emotionally intelligent, highly personable, well-liked. But dig deeper, and a pattern emerges — reluctance to address performance issues, vague language around past team challenges, and a track record of avoiding direct confrontation.
That’s not emotional intelligence. That’s fear, dressed as empathy.
More organisations are making emotional intelligence a key leadership trait in hiring — and for good reason.
In high-change environments, emotionally intelligent leaders:
But some of the most costly mis-hires we see come from leaders who present as highly empathetic, but struggle to lead through tension.
Not because they lack EQ — but because they confuse it with keeping everyone comfortable.
The difference?
The leaders delivering the best outcomes in 2024 and 2025 are doing both:
These are the leaders who retain high performers, protect standards, and still earn trust across the business.
The most effective hiring processes we’re seeing in the market today aren’t just asking,
“Is this leader emotionally intelligent?”
They’re asking:
The difference in outcomes is clear:
Hiring emotionally intelligent leaders isn’t just about what they say — it’s about how they’ve acted in real moments of challenge. The most effective hiring panels are getting beyond rehearsed narratives by asking sharper questions:
To probe real emotional intelligence:
Watch for signals:
In reference checks, ask:
When emotional intelligence is genuine, it shows up in results — not just relationships.
Organisations in the consumer goods and food manufacturing sectors are undergoing constant disruption — from digitisation to regulatory shifts to cost pressures. In this environment, leadership soft skills aren’t optional.
But it’s not enough to hire likeable leaders.
The ones delivering real impact are those who bring empathy and edge.
They’re able to sit with discomfort, hold the mirror up, and still bring people with them.
That’s what true emotional intelligence looks like in 2025.
So when you’re hiring your next senior leader, don’t just ask if they care.
Ask if they can care and confront — with courage, with clarity, and with conviction.
Because your culture doesn’t need more harmony.
It needs more truth.
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