In the rapidly accelerating Saudi labor market, and based on our observation of thousands of resumes over the past 25 years at “The Managers,”<\/b> we have noticed a recurring phenomenon: candidates with brilliant professional records, degrees from “Ivy League” universities, and extensive experience in major global corporations, yet who fail miserably when assuming a leadership position in a complex local business environment. The reason? They possess “Intellectual Intelligence” (IQ) but lack “Emotional Intelligence” (EQ).<\/p>\n
A curriculum vitae (CV) is merely a “ticket to enter” the interview, but it does not guarantee success in the “Boardroom.” Leadership, at its core, is the “management of relationships” and “influencing people.” Here lies the importance of looking beyond the paper to find the true leadership spirit.<\/p>\n
Daniel Goleman, the father of this concept, defines Emotional Intelligence as the ability to recognize our feelings and those of others, motivate ourselves, and manage emotions well in our relationships. However, at “The Managers,”<\/b> we go further; we define it within the context of “Modern Saudi Leadership”<\/b> as: “The ability to balance administrative firmness with the human consideration required by the deep Saudi social fabric.”<\/b><\/p>\n Studies by TalentSmart<\/i> indicate that people with high EQ outperform those with high IQ in 70% of professional cases. At the executive level, the leader’s role shifts from “maker of the product” to “maker of the environment that produces.”<\/p>\n At “The Managers,”<\/b> we don’t ask “What did you do?”; we ask “How did you do it? And how did you feel at that time?”<\/b>. Here are the tools we use to explore what lies beyond the CV:<\/p>\n We ask the candidate to talk about their “greatest professional failure.”<\/p>\n During the interview, we monitor the alignment between word and movement. A leader who talks about “teamwork” while showing signs of condescension or not listening to the interviewer is a leader who lacks social awareness.<\/p>\n We ask the candidate: “Imagine you had to lay off a competent employee due to restructuring; how would you manage this situation?”. The answer reveals their ability to balance “business interest” with “human dignity,” a core balance in Saudi culture.<\/p>\n Note: Information has been changed to maintain confidentiality.<\/i> In one recruitment process for the banking sector, we had two candidates: The first held a PhD and had 20 years of experience on “Wall Street.” The second had good local and regional experience but was less academically qualified. When subjected to Emotional Intelligence tests, we found that the first candidate was “rigid” in his views and lacked empathy for the local environment. The second showed an immense capacity for “Social Intelligence” and understanding the power balances within the organization. We recommended the second. After one year, the bank achieved a 35% growth in employee satisfaction and an increase in operating profits because the team “loved working with him” and gave their maximum effort.<\/p>\n Our role does not end with choosing the leader; we advise companies to adopt practices that enhance this type of intelligence:<\/p>\n Before you hire your next leader, look for these seven signs of Emotional Intelligence:<\/p>\n A CV may give you a “Manager,” but only Emotional Intelligence gives you a “Leader.” At “The Managers,”<\/b> we put our long experience and extended relationships at your service to ensure that the person who will sit in the leadership chair is a complete human being, combining the strength of the mind with the breadth of the soul.<\/p>\n Always remember:<\/b> Employees leave “bad managers,” not “bad companies.” Your choice of a leader with emotional intelligence is the greatest guarantee for the sustainability of your organization.<\/p>\n – This article has been reframed using AI.<\/span><\/p>\n","protected":false},"excerpt":{"rendered":" Beyond the CV: How to Detect “Emotional Intelligence” in Executive Candidates? Introduction: The Crisis of “Cold Competence” In the rapidly accelerating Saudi labor market, and […]<\/p>\n","protected":false},"author":2,"featured_media":827,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"content-type":"","footnotes":""},"categories":[29],"tags":[],"class_list":["post-826","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-strategic-thought"],"_links":{"self":[{"href":"https:\/\/managers.sa\/en\/wp-json\/wp\/v2\/posts\/826","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/managers.sa\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/managers.sa\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/managers.sa\/en\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/managers.sa\/en\/wp-json\/wp\/v2\/comments?post=826"}],"version-history":[{"count":4,"href":"https:\/\/managers.sa\/en\/wp-json\/wp\/v2\/posts\/826\/revisions"}],"predecessor-version":[{"id":2810,"href":"https:\/\/managers.sa\/en\/wp-json\/wp\/v2\/posts\/826\/revisions\/2810"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/managers.sa\/en\/wp-json\/wp\/v2\/media\/827"}],"wp:attachment":[{"href":"https:\/\/managers.sa\/en\/wp-json\/wp\/v2\/media?parent=826"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/managers.sa\/en\/wp-json\/wp\/v2\/categories?post=826"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/managers.sa\/en\/wp-json\/wp\/v2\/tags?post=826"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}The Five Pillars of Emotional Intelligence in Depth:<\/h6>\n
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II. Why IQ Alone Fails to Lead Organizations<\/h5>\n
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III. “The Managers” Methodology in In-Depth Behavioral Interviewing<\/h5>\n
1. Critical Incident Technique<\/h6>\n
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2. “Reading Between the Lines” in Body Language<\/h6>\n
3. Strategic Empathy Questions<\/h6>\n
IV. Case Study: From Our 25-Year Experience<\/h5>\n
V. How to Build an “Emotional Intelligence” Culture in Your Organization<\/h5>\n
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VI. Practical Guide for Employers (Checklist)<\/h5>\n
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Conclusion: Investing in Humans is the Most Sustainable Profit<\/h5>\n
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