Emotional Intelligence into IT Workflows for Stakeholder Alignment and Client Satisfaction

What is emotional intelligence in IT, and how does a simulation-based coaching enhance team performance?

Kuty Shalev is the Founder and CEO of Lumenalta. Lumenalta defines emotional intelligence (EQ) in IT as the ability to navigate complex, high-stakes collaborations with empathy, adaptability, and self-awareness, combined with technical communication and problem-solving skills. They integrate EQ into daily workflows through simulation-based coaching and commitment-based communication, ensuring clear articulation of concerns and concrete commitments aligned with business outcomes. This approach fosters stakeholder alignment, reduces ambiguity, and improves client satisfaction. Despite challenges like strict deadlines and remote work barriers, IT leaders report significant benefits. Leadership plays a key role by modeling effective communication and continuously reinforcing EQ through coaching and mentoring. Overall, this strategy transforms IT culture.

Scott Douglas Jacobsen: How does Lumenalta define emotional intelligence within IT teams?

Kuty Shalev: At Lumenalta, we see emotional intelligence (EQ) as the ability to navigate complex, high-stakes collaborations with empathy, adaptability, and self-awareness. It's not just about interpersonal skills—it’s about creating an environment where technical and non-technical team members can align on priorities, manage conflict constructively, and drive innovation.

A key part of our approach is commitment-based communication. This means that instead of vague discussions or assumptions, our teams are trained to articulate their concerns clearly, identify the hidden concerns of others, and create commitments that are specific, validated, and aligned with business outcomes. This structured way of communicating ensures that nothing is left ambiguous—whether in a client meeting, a project plan, or even when prompting an AI model.

Jacobsen: Does this differ much from more general definitions of emotional intelligence?

Shalev: Yes, in many ways. While general definitions of emotional intelligence focus on self-awareness, empathy, and interpersonal effectiveness, EQ within IT teams also encompasses technical communication, problem-solving under pressure, and cross-cultural collaboration—especially in remote environments. IT professionals must translate technical concepts into business outcomes, prioritize conflicting demands, and adapt to evolving requirements—all of which require a blend of emotional and cognitive intelligence.

Jacobsen: How have IT leaders overcome the challenge of strict deadlines limiting the development of EQ?

Shalev: Lumenalta has tackled this challenge by integrating EQ development directly into how teams work. Instead of separating “soft skills” training from technical training, we embed emotional intelligence into real-world practice. For example, our teams participate in simulation-based coaching that mimics high-pressure client scenarios, helping them refine their communication, negotiation, and problem-solving skills in real time. This ensures that EQ development isn’t an extracurricular activity—it’s a core part of how we deliver results.

Jacobsen: What companies have integrated EQ into IT culture to provide measurable improvements?

Shalev: Many forward-thinking organizations have embraced EQ-driven approaches to IT. Our own experience at Lumenalta has shown that when developers are trained to navigate stakeholder dynamics, project outcomes improve. According to our research, 87% of IT leaders reported that

investing in EQ directly improved client satisfaction, and 81% saw a positive impact on technology adoption. Companies that embed emotional intelligence into daily workflows—rather than relying on one-off training—see the most significant gains.

Jacobsen: What factors can blunt the positive effects of improved EQ in the IT workplace?

Shalev: One major factor is a lack of structural reinforcement. If EQ training isn’t backed by a workplace culture that values open communication, psychological safety, and constructive feedback, it won’t stick. Another challenge is time pressure—if teams are constantly in reactive mode, they may default to transactional communication rather than thoughtful collaboration. Finally, hybrid and remote work environments can create EQ barriers if companies don’t establish clear norms for engagement and relationship-building.

Jacobsen: How are facets of emotional intelligence—self-awareness, adaptability, and empathy—quantified and measured to improve workplace productivity?

Shalev: One way Lumenalta measures the impact of EQ training is through the clarity and effectiveness of communication. Are teams making and keeping better commitments? Are they reducing ambiguity in client interactions? Are they proactively uncovering concerns before they become roadblocks?

Interestingly, this same discipline in language and clarity extends to AI development. The best AI outputs come from well-structured prompts, and the ability to construct these prompts effectively comes from the same EQ skills we cultivate in our teams. A great AI prompt, much like a great commitment, is clear, concise, and validated against the outcomes we are targeting.

Jacobsen: Do generational culture differences affect the workforce perception of EQ in IT teams?

Shalev: Absolutely. Younger IT professionals often expect EQ to be embedded into company culture and value ongoing coaching, while more experienced team members may have developed technical expertise in environments where EQ wasn’t prioritized. Our research found that perspectives on

EQ varied based on years of experience, but across the board, IT leaders recognized its importance—90% said it was essential for success.

Jacobsen: How can leadership and management style foster more emotionally intelligent work environments in tech companies?

Shalev: Leadership plays a crucial role in setting the tone for EQ in IT teams. At Lumenalta, we focus on leading by example—our senior engineers and product leads model effective communication, client engagement, and conflict resolution. We also emphasize continuous learning, using both AI-powered coaching tools and human-led mentoring to reinforce key EQ skills. Creating an

environment where engineers feel heard, valued, and empowered to solve problems autonomously is key to long-term success.

Jacobsen: Thank you for the opportunity and your time, Kuty.

Scott Douglas Jacobsen is the publisher of In-Sight Publishing (ISBN: 978-1-0692343) and Editor-in-Chief of In-Sight: Interviews (ISSN: 2369-6885). He writes forThe Good Men Project, International Policy Digest (ISSN: 2332–9416), TheHumanist (Print: ISSN 0018-7399; Online: ISSN 2163-3576), Basic Income Earth Network (UK Registered Charity 1177066), A Further Inquiry, and other media. He is a member in good standing of numerous media organizations.

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