Technical expertise and problem-solving are baseline requirements in finance, technology, and transformation roles. But it's emotional agility that enables individuals to lead, collaborate, and adapt at pace. Looking more closely at EQ vs. IQ, research shows that 90% of top performers have high EQ, and hiring managers consistently cite emotional resilience and empathy as key to long-term success. This is especially true in a world where artificial intelligence (AI) and automation are streamlining tasks like data analysis, reporting, and operational decision-making, leaving people to lead, influence, and collaborate in more complex, human-centred ways.

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EQ in a Post-AI Workforce

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A person’s IQ (intelligence quotient) includes their ability for logical reasoning, verbal proficiency, memory, and mathematical skill; all traits historically seen as indicators of career potential. EQ (emotional intelligence) reflects how an individual builds relationships, handles stress, manages conflict, and influences others.  

EQ vs. IQ means acknowledging that both serve different purposes. EQ is linked to job satisfaction, stress resilience, and leadership capabilities and is a strategic ability that organisations want to hire for. Yet, many organisations lack formal guidelines to identify or cultivate EQ.

With AI changing how organisations approach decision-making, data handling, and task management, EQ is something that cannot be automated. As AI reshapes the way we work, the difference between good and great often comes down to EQ. AI can process information and predict outcomes; however, it can't build trust, lead teams, or understand nuance in communication. All of which are essential in transformation, compliance, and finance leadership roles.

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EQ vs IQ in Hiring

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For exceptional finance, technology and change professionals, technical ability is no longer enough. EQ is now recognised as a core hiring metric, especially for roles involving people management, stakeholder engagement, and cross-functional collaboration. So where should you focus when it comes to EQ vs. IQ?  

The answer is to design a hiring process that weights EQ more heavily than before, without dismissing candidates’ technical ability to do the job. Instead, EQ should be the differentiator. How will an individual fit into your existing team, work with others, lead, grow, and navigate change?

Leadership roles offer a particularly strong case for EQ. Emotionally intelligent leaders are more effective at building trust, engaging teams, and navigating uncertainty; all of which are crucial for productivity, morale, and strategic alignment.

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In the context of hiring, here’s what EQ leadership looks like:

• Making decisions with empathy and fairness

• Coaching team members through challenges

• Being receptive to feedback and modelling self-awareness

• Leading with resilience during organisational change
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At Goodman Masson, we often see candidates who possess outstanding technical CVs, but it's their emotional intelligence and how it translates to leadership and collaboration that sets them apart.

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Why Focusing on EQ In Your Hiring Matters Now

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Technical competence might secure someone an interview. But it’s EQ that often determines whether they succeed in the role and how well they work with others. A person with high EQ is more likely to manage challenges calmly, collaborate effectively, resolve conflict constructively, and support colleagues through change. In hybrid and remote teams, where connection relies on communication and trust, this is even more important and where the balance of EQ vs. IQ becomes especially visible in day-to-day performance.

While IQ represents capability, EQ reflects conduct. In client-facing, cross-functional, and leadership roles, conduct shapes culture. As AI tools automate technical tasks and analysis, the human skills of communication, emotional awareness, and adaptability will become even more important.  

EQ also plays a vital role in employee wellbeing. Individuals with higher EQ tend to manage workplace stress more effectively, take initiative to seek support when needed, and encourage these things within the wider team culture. This, in turn, supports retention and reduces burnout.

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Embedding EQ into Your Hiring Process

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While EQ vs. IQ is often discussed at a strategic level, few employers have a structured way to assess emotional intelligence in practice. Here are some practical ways to embed EQ into your hiring process:

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1. Reframe Interview Questions
   Standard competency questions often miss what matters most in determining a candidate’s EQ; how they handle pressure, collaborate with others, or learn from setbacks. By introducing behavioural questions, you uncover the candidate’s level of self-awareness, empathy, and accountability. These are the qualities that underpin strong EQ regardless of technical expertise.

Great questions might include:  
“Can you tell me about a time when you had to deliver a difficult message to a senior stakeholder or board member? How did you prepare, and how did you manage their reaction?”

“Give an example of when you had to influence a team or department that was resistant to change. What strategies did you use to build trust and move things forward?”

“Have you ever had to admit to a costly mistake in front of senior leadership or a client? How did you handle it, and what was the outcome?”

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2. Use EQ-Focused Assessments
   In areas like Tax, Compliance, or Change and Transformation, where precision and judgement are important, technical tests are often front and centre. But high performers in these fields also need emotional agility. EQ assessments can provide insight into how candidates regulate emotions, respond to stress, and collaborate across departments. For client-facing or leadership roles these tools offer an evidence-based approach to assessing the interpersonal traits that influence long-term impact.
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3. Evaluate Attitude as a Core Competency
   Attitude remains one of the most reliable indicators of future performance. Candidates who show resilience, curiosity, and a willingness to learn, especially in fast-moving environments often outperform technically stronger peers. Assessing attitude doesn't mean relying on instinct; it means looking for evidence of a growth mindset, a constructive approach to feedback, and the ability to adapt when things don’t go to plan. These high-EQ behaviours are particularly critical in change-heavy environments or roles with cross-functional responsibilities.
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4. Train Hiring Managers
   Even experienced hiring managers can struggle to evaluate emotional intelligence consistently. That’s why training is essential, especially in large-scale recruitment programmes or when building new functions. Providing structured interview guides and EQ-focused rubrics ensures a more objective and consistent process. It also empowers hiring managers to spot red flags such as low self-awareness or defensiveness. In organisations operating across multiple markets, this consistency is even more valuable.
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5. Onboard and Develop with EQ in Mind
   Hiring for EQ is only the first step. To retain and develop emotionally intelligent teams’ organisations must embed EQ into onboarding and progression frameworks. This could include leadership coaching, team-based EQ workshops, or mentoring schemes designed to support self-reflection and interpersonal growth.  
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How We Help Clients Hire for EQ

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As workplace pressures mount and automation handles more, the ability to connect, lead and adapt becomes the true marker of excellence. At Goodman Masson, we support clients in hiring individuals who bring both capability and character. Our approach is designed to reveal how candidates respond to pressure, manage conflict, and demonstrate emotional self-awareness. We work closely with hiring managers to:

• Develop EQ-driven interview frameworks tailored to role requirements
  

• Implement behavioural questions that probe real-world judgement and resilience
  

• Advise on referencing approaches that validate emotional intelligence as well as delivery
  

• Support clients in embedding EQ into onboarding, progression, and team development
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In the last 12 months, we’ve helped over 500 businesses secure high-impact leaders across finance, tax, change, transformation, HR, property services, and housing development - all with the emotional intelligence to drive sustained growth and success. Whether it’s a Head of Finance to lead a post-merger integration, a Transformation Lead for a private equity-backed scale-up, or a strategic leader, we prioritise EQ in every leadership placement.

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If you’re looking to build a leadership team equipped for the challenges ahead, please Get in touch with us at Goodman Masson.

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