As an executive coach and facilitator with AEI, Kim Dickens is passionate about helping people leaders be their best, both professionally and personally. For more than 20 years, she has worked closely with c-suite executives to help them achieve their strategic goals and deliver innovative solutions, without losing sight of what it means to be an empathetic, people-first leader.

We recently sat down with Kim to learn more about her approach to working with both rising and senior leaders, and the important role emotional intelligence plays in her work.

Kim, why do you do what you do? What makes you so passionate about helping those you coach be impactful, compassionate, authentic leaders?

I very much enjoy this work, because ultimately, it is critical to helping leaders and emerging leaders build a strong foundation in how they support and interact with others. As a coach, seeing people blossom into a version of themselves where they truly optimize relationships through developing their emotional intelligence is one of the most fulfilling experiences. It brings a tremendous impact not only to their professional journeys, but in their personal, non-work-related lives, too.

You clearly have a long history working with leaders in a variety of settings. What attracted you to AEI?

Throughout my professional career, I have had the opportunity to work with companies across a spectrum of industries as they developed and implemented their growth strategies. In doing so, I observed that true success hinged on the quality of their leaders and the level of collaboration within their cultures. AEI’s entire mission is rooted in helping organizations achieve these two, sometimes elusive, goals. I’ve had a long relationship with AEI’s founders and have always admired their work in building high-performance organizations. AEI’s approach to emotional intelligence in relation to leadership development is so refreshing and impactful. Whether it is group workshops or one-on-one coaching, AEI’s methods are rooted in proven academic research, as well as real-world applications. That blend has proven incredibly effective in helping our clients reach their objectives.

Tell us more about how the concepts of emotional intelligence factor into your work.

The key components of emotional intelligence are infused throughout our group and one-on-one coaching programs. From the onset, we engineer discussions and participant exercises to enhance their self-awareness, social awareness, empathy, self-navigation, and more. Each time I dive into one of these elements with a client, I relish in the “ah-ha” moments they have about themselves that fuel their growth.

Why do you believe EQ is so important to be a truly impactful leader?

Relationships, and the management of them, play a tremendous role in the work of leaders – from the teams they manage to customers to business partners. EQ has been shown repeatedly in studies as the main differentiator between high-performing executives versus those who struggle.

There is of course a myriad of opinions on what it means to be an effective leader. In today’s business world, what do you believe it takes to be a successful leader?

To be a good leader is to have optimal performance in your organization, meaning that you are achieving your organizational goals, plus the HOW of achieving those goals: how you lead teams, how you collaborate, how you best serve your customers, and how you show up as an individual. That how is so important and very often differentiating for leaders who want to stand apart from their peers.

In this fast-paced, highly dynamic business environment, why is it critical for organizations to invest in their leaders, and how should they approach the task?

There is a quote from John Maxell that I love, which states, “The single biggest way to impact an organization is to focus on leadership development. There is almost no limit to the potential of an organization that recruits good people, raises them up as leaders and continually develops them."

Investing in leaders may have been considered a bonus perk or a “nice-to-have’” once upon a time. However, in today’s environment, doing so is a must. If we consider the people in our organizations as the building blocks of success, leaders are responsible for how the blocks best come together to achieve an organization’s goals. When leaders are given the tools to guide organizations, along with their own self-development, the result is a positive culture, high performance, and high employee retention.

For those who are just beginning their leadership journey, what advice do you have to share?

For individuals just beginning their leadership journey, I have two pieces of advice. First, pursue mentorship and coaching relationships with leaders who inspire you and who you believe possess high EQ. Good leaders love developing others and often jump at the opportunity to be a mentor or coach when asked. Second, dig into learning about EQ, its importance, and perhaps explore where you are in your EQ development journey through a self-assessment or other tools provided by your company.