Why emotional intelligence matters in hybrid work environments

While there's growing pressure for Australians to return to the office full-time, hybrid and remote work models are firmly ingrained in many workplaces. Data shows that almost two in five Australians now work from home at least part of the time. 
 

This shift has entrenched the need to improve managers' and HR professionals' emotional intelligence (EI). Simply put, EI is our ability to understand and manage our own emotions while recognising and empathising with others. 

 
But why is EI now so important? Think about it: even if you're not leading a team, the chances of miscommunication skyrocket when you can't see your colleagues face-to-face. Even minor misunderstandings over email or a missed tone in a Slack message can create unexpected friction. 
 

For leaders, the challenges are even higher, as they now have to be better at reading between the lines and knowing when someone might be feeling stressed, overwhelmed, or disconnected with less information and interactions. 

 
The Impact of Remote and Hybrid Work 

 
If you don't have experience leading teams, you can be excused for thinking it's not very different if you go to the office every day or twice a week. But having less face-to-face contact changes many aspects of how we relate to each other. 

 
We usually don't realise it, but when we communicate, we rely on non-verbal cues—like body language or facial expressions—to interpret what others are saying, how they may be feeling, and how we should respond. 

 
Experienced managers and HR professionals do that constantly, and many have developed a remarkable ability to interpret information from these interactions. 
 

However, many of these abilities are impacted when we communicate through screens or written messages. 

 
Understanding the Challenges 

 
Working remotely also creates other challenges. Many workers feel increasingly isolated, with less human contact and fewer friendships than they used to develop.  

This is a complex discussion, and many other factors are at play, but research suggests that more workers now feel lonely and form fewer meaningful relationships with work colleagues, which increases the pressure on managers to respond to their team members' emotional needs. 

 
Spending less time together also requires more trust and accountability among teams, which can be difficult to build and sustain over time, particularly with fewer personal interactions. 

 
Remote work arrangements have also revealed how workplaces have become more diverse, with different backgrounds and perspectives. For example, younger employees might be eager to socialise and network in the office, while staff with family responsibilities often prefer working from home. 

 
Practical Steps Forward 

 
The good news is that emotional intelligence is something we all can develop and improve. 

 
EI is as much about self-knowledge and self-regulation as it is about perceiving and understanding the emotions of others. For instance, do you know your behavioural strengths and weaknesses? Can you recognise which situations trigger strong feelings and how you deal with them? Do you have strategies for managing these emotions? 

 
Most of us have learned to modulate behaviour and coping mechanisms without necessarily realising it. Self-awareness not only allows you to manage your behaviour but also to do it consistently. We can develop self-knowledge in several ways, from keeping journals to seeking regular feedback. 

 
When a team member seems less engaged in virtual meetings, an emotionally intelligent leader might schedule a one-on-one chat rather than assuming disinterest. This proactive approach helps address potential issues before they become problems. 

 
Creating a Supportive Environment 

 
We can also improve empathy, which allows us to manage our professional relationships better and improve how we communicate or impact others positively.  

 
Some organisations are now integrating empathy training into their leadership development programs, encouraging leaders to step into their team's shoes and consider different perspectives. They also incentivise regular, constructive feedback. 

 
One of the most critical actions any manager or HR professional can take to foster emotionally intelligent work environments is to create psychological safety—a culture where team members feel comfortable voicing concerns, sharing ideas, and taking risks without fear of backlash.  

Psychological safety is also about allowing people to be more honest about their vulnerabilities without being penalised for being open. 

 
Why This Matters for You and Your Organisation 

 
Discussing the downsides of remote and hybrid work might give the impression that these models are problematic. Quite the opposite. These new ways of working have proven so beneficial for many workers that they've become the norm. 

 
This is why managers and HR professionals need to understand that emotional intelligence is a foundational skill that helps them navigate this new reality. 

 
By investing in EI, they can foster deeper connections, reduce conflict, and promote resilience, and, in turn, improve employee satisfaction, retention rates, and the overall organisational culture.

This shift has entrenched the need to improve managers' and HR professionals' emotional intelligence (EI). Simply put, EI is our ability to understand and manage our own emotions while recognising and empathising with others.