Emotional
& Spiritual Intelligence

Emotional and spiritual intelligence training for employees, supervisors and leaders. Explore emotional intelligence through self-awareness, empathy and responses guided by values, meaning and integrity.

Planning emotional intelligence training for your team

Consider emotional intelligence training when your organisation wants to discuss how people understand their own reactions and interact with others. Start with situations such as receiving feedback, facing different views or making choices when emotions rise. Identify the work behaviours needing attention so that programme needs are clearer than a general goal such as improving motivation.

The spiritual aspect of this module concerns the values, meaning and integrity described on this page. Organisers should share participant context and organisational values to discuss with GGC. For groups with different backgrounds, explain which language and examples are appropriate. Avoid assuming all participants share the same experiences, beliefs or interpretation of a situation.

Distinguish emotional intelligence needs from workload or work-process issues. If the main challenge concerns priorities and conflict conversations, also compare Stress & Conflict Management. If the focus is listening and clarifying messages, Communication Skills offers another comparison. A suitable choice starts with real work situations and what participants need to practise, rather than the programme label alone.

Details to confirm with GGC

Before choosing a programme, share the target group, participant numbers, departmental functions and preferred language. Explain the work situation you want to improve and what your team has already tried. This helps the discussion about focus, duration, format and activities. These details need to be agreed with GGC according to organisational needs and participant experience.

Use brief, anonymised examples for the initial discussion. Describe the roles involved, the challenge and what organisers want participants to practise. Avoid sending customer names, confidential organisational information or employees’ personal details through the enquiry form. Examples do not need to be long; clear context is more helpful than a list of problems without priorities.

Choosing a module and planning follow-up

You can choose up to three modules on the Training Programmes page to discuss with GGC. After a session, organisers can agree one work action, who is responsible and a review date using internal processes. Follow-up helps connect learning with real work situations. Performance changes still depend on implementation, organisational support and the team’s context.

During the initial discussion, distinguish essential topics from optional ones. If time is limited, agree priorities first and discuss room for practice and feedback. An agreed scope helps organisers prepare participants and assess the suitability of a proposed programme before making a decision.

Further reading: an explanation of empathy from UC Berkeley’s Greater Good Science Center.

See Stress & Conflict Management if your team’s priority is work pressure, priorities and conflict conversations.