THE F WORLD 2024 Edition

F the

world

elephant rider community magazine

2024

Everyone Deserves to be Heard We all have within us the means to redesign our lives. But sometimes, we lack the means to express what we’re experiencing. riders&elephants is the world’s leading prompted conversation starter. Our powerful tools give people the methodology and frameworks they need to shift work cultures, change the experiences for customers and articulate what well-being means personally.

ridersandelephants.com

@ridersandelephants

@ridersandelephants

@ridersandelephants

R&E

Contents.

31 Insights

An Emotional Leader

32

Five Lessons Learned: From Emotional Intelligence to Emotional Engagement at Work

34

Emotional Volatility: How to Make Our Emotions Work for Us

40

By Lotty Roberts,

15

By Leo Castillo

The big picture The state of Emotional Culture in 2024

18

Insights from Professor Michael Parke

22

Insights from Dean & Professor Donald E. Gibson,

26

By Dr. Nada Al Moosa

Teams Willing to Leap into the Unknown – Together

42

The Emotional Ripple Effect

46

By Clare Reid

By Rebecca Holliday

51

Research How The Emotional Culture Deck Helped Sanitarium Navigate Growth and Change

52

Leading the Way in Emotional Culture Research: riders&elephants x Wharton Collaboration

56

Emotional Change Strategy Case Study – ECD Change Readiness Programme

58

Key Findings: Workplace Emotions & Wellbeing Research

62

65

Community Our first -ever Global Elephant Rider Summit

66

Denise Hartley-Wilkins:

72

Mastering Workplace Culture, One Emotion at a Time

87 Tool box

Toolbox Games New games we’re playing with

88

103 Insider

104

76

Toolbox ECD Latest Tools

89

Specialist Elephant Riders: Champions of Emotional Culture

Emotional Culture Deck Specialist Courses

93

Certified Consultants 106 Take the Lead

Our 2024 ECD Certified Consultants

78

Reflections on My Journey Through Self-Mastery

Elephant Rider Chapter Meetups

79

Elephant Rider Bright Spots

80

By Sarah Dena Emotional Leadership Development

Insights and lessons from ECD workshops

98

Our Global Team of ECD Certified Consultants

112

ECD Around The World

116

Elephant Rider Mentors

118

editorial.

F WORLD 2024

7

Acknowledgements.

This issue of The F World magazine is the product of countless hours of collaboration, creativity, and dedication. We owe immense gratitude to the individuals whose contributions have made this publication possible.

Community Support To the Elephant Rider community, thank you for continually challenging the way workplaces accept and harness emotions.

Your insights, courage, and dedication inspire everything we do.

Contributors

Case Studies We extend our thanks to the organisations and leaders who allowed us to share their stories, offering inspiration and real-world insights.

Research & Thought Leadership This issue is enriched by the groundbreaking work of thought leaders and researchers shaping how we think about emotional culture.

•

Professor Michael Parke

•

Professor Donald E. Gibson

We’re grateful to our ECD Certified

Assistant Professor, The Wharton School of the University of Pennsylvania Dean, Saint Mary’s School of Economics and Business Administration

Consultants for sharing their learnings and experiences:

Visual Design

•

Lotty Roberts – ECD Certified

•

Leo Castillo

•

Dr. Nada Al Moosa

•

Clare Reid

•

Rebecca Holliday

ECD Certified Consultant, United Kingdom

in the power of emotional culture and

•

Sarah Dena

his relentless drive to rehumanise the

•

Consultant, New Zealand

•

Diego Catto – For the bold and imaginative design that defines this issue, capturing the essence of our

ECD Certified Consultant, Philippines

community on every page.

ECD Certified Consultant, Oman ECD Certified Consultant, New Zealand

ECD Certified Consultant (In Training), United Kingdom

Our Founder •

Jeremy Dean – For his unshakable belief

workplace. Your vision inspires us all.

Katherine Riddoch

ECD Certified Consultant, Australia

This issue is a labour of love, born from the collective passion and effort of every individual named here—and many others behind the scenes. Thank you for helping us champion the power of emotions at work. Together, we’re rehumanising the places we work (and live).

EDITORIAL

Editorial.

Hello, Bonjour, Hallo, Kia Ora, Hola, Ciao, Hej, Welcome!

W

elcome to The 2024 edition of The F World

Magazine!

I feel excited and proud to share this year’s magazine

with you (and the slight but significant change to the name).

Curating it has been a privilege.

As I look back on 2024, what stands out most is the incredible power of what we continue to create together. This isn’t just a magazine, it’s a celebration of you and the world’s largest and only community dedicated to emotional culture and emotions at work.

For those who are part of this growing movement, this magazine is a reflection of our collective achievements, stories, and milestones. For those who are curious or here to

Rebecca Barwood

EDITOR, MUM OF THREE & R&E BUSINESS MANAGER

learn, it’s an invitation to explore how emotions are reshaping workplaces around the world and why this matters more than ever.

Every story and insight in these pages is a real world example of the power of emotions at work. My hope is that as you read, you feel proud of what we’ve achieved collectively, you feel connected to the ideas and the people behind them, and you feel inspired to take these ideas further in your own work.

Whether you’re reflecting, learning, or simply discovering this for the first time, thank you for being part of this journey. Together, we’re shaping a better, more human world of work.

F WORLD 2024

9

EDITORIAL

What Is Emotional Culture?

In every workplace, emotions play a powerful role in shaping how we feel, act, and perform. While many organisations focus on cognitive culture, what we think and how we behave, emotional culture is about how we feel (or don’t feel) at work. It encompasses the shared emotional values, norms, and behaviours that influence which emotions are expressed and encouraged and which are suppressed or discouraged.

F WORLD 2024

11

R&E

Founders letter.

Elephant Rider Community 2024 Year in Review

I

’m incredibly proud to share the 2024 F World Magazine — yes, you might notice a small name change! This is the third edition of our community magazine, and it captures the incredible work and impact we’ve achieved together

this year. Putting together the bright spot stories is always

a massive challenge because there are literally thousands of stories, lessons, and insights from leaders in our community. It’s overwhelming in the best way possible.

I can’t express how proud I am of Becky for making this magazine a reality. She somehow juggles her professional role, her R&E work, and raising our beautiful (and very energetic) family. The magazine captures the generosity and spirit of our community so beautifully. I hope when you flip through its pages, read the stories, and take in the images, you feel the same sense of pride that I do. It’s hard to explain the magic of what we do to people outside this community, but this magazine comes close.

Jeremy Dean FOUNDER

Looking back on the year, three moments stand out for me.

The first is the Global Elephant Rider Summit. This was five years in the making, and for a long time, I wasn’t sure if it would happen. I wasn’t sure if people would travel all the way to New Zealand to be part of it. But they did, and I’m so grateful. In November, forty-eight Elephant Riders gathered in Queenstown for what some have called one of the highlights of their professional lives. The summit embodied everything that makes this community special — deep human-to-human connections, peer-to-peer learning, big moments, small moments, and generous contributions from so many of you. It was full of surprise and constant experimentation. I don’t have all the answers, but the summit showed me that when we come together around a shared mission and give people the space to share their wisdom and insights, magic happens.

Now I wonder if I’ve set the bar too high for next time, but that’s part of the journey. It’ll be a couple of years before we’re ready for the next summit, and that’s a good thing. The time between now and then gives us a chance to build more connections and gather more ideas. When we meet again, it will be even more special.

12

F WORLD 2024

“

The second bright spot was our collaboration with Wharton. A cold email led to something I never could have predicted. In January, Assistant Professor Michael Parke shared his research on affect labeling with us, and that sparked a collaboration that’s already changed how we understand The ECD. We’ve completed three research projects this year, with three more planned for 2025.

Michael presented our findings at the summit, and for the first

time, we have data to measure the impact of The ECD. My intuition told me The ECD was making a real difference, but now we have

the research to back it up. Michael’s work aligns so perfectly with ours — studying how putting feelings into words affects people.

This research is still in its early days, but the results are promising.

EDITORIAL

A highperforming culture exists not in the absence of emotions, but in the mastery of emotions.

Jeremy Dean

As AI continues to reshape our world, understanding and harnessing human emotions will be more important than ever.

The third bright spot was the launch of our next-generation ECD Specialist Courses. For five years, we had one course and one way to train people to use The ECD. In 2024, that changed. We designed and delivered three new courses focused on Emotional Leadership Development, Emotional Change Strategy, and Emotional Stakeholder Engagement. These courses reflect how The ECD has grown and evolved. It’s not just about emotional culture crafting anymore. Now we’re exploring how to build the emotions teams need to thrive, how to navigate change, and how to design emotions into stakeholder experiences. Seeing Certified Consultants deliver these courses and certify new practitioners has been incredible. The potential for impact is huge.

As I look ahead to 2025, I feel a mix of hope and fear. I hope that the tools, courses, and pathways we’ve built will empower you to take The ECD further than I ever imagined. I hope you’ll create powerful experiences, make this work your own, and continue to welcome new people into our community with care and generosity. But I also fear that as we grow, we might lose the personal touch that makes this community so special. I worry that with such a small team, we might not be able to keep up with everything we want to do. I worry about dropping the ball.

Yet I know that facing these fears means trusting you — trusting that together, we’ll shape what comes next. If we lean on each other, share our stories, and keep learning together, I believe we’ll create something even more meaningful. Thank you for being part of this journey. Here’s to 2025, with all its possibilities and challenges.

F WORLD 2024

13

F WORLD 2024

15

big picture.

the

THE BIG PICTURE

The Big Picture:

Global Context and Thought Leadership The workplace landscape is changing. In this section, we explore the evolving role of emotional culture, backed by global research and thought leadership. These insights will help you understand why emotions aren’t just relevant, they’re essential.

F WORLD 2024

17

R&E

The state of

Emotional Culture in 2024

W

hen was the last time

In 2024, as workplaces navigate seismic shifts

you thought about how

in technology, societal expectations, and

your workplace feels?

employee priorities, emotional culture has

Not the numbers, not the

emerged as a critical lever for organisational

outputs, but the emotional

resilience and success. The question is no

climate that shapes how teams function,

longer whether emotions belong at work but

leaders lead, and employees show up every

how organisations can harness them to drive

day. Emotions—often dismissed as “soft”

performance and engagement.

or secondary—are proving to be one of the hardest drivers of business outcomes. Yet

The Emotional Climate of

many organisations still don’t intentionally

Workplaces Today

address them.

Global reports confirm that emotions at work are more important than ever.

18

F WORLD 2024

“

THE BIG PICTURE

That’s what many workplaces are like today.

They hum, they churn, and they burn out.

According to Gallup’s State of the Global

Imagine a factory. It hums with activity.

Workplace 2024, 59% of employees feel

Machines turn raw materials into finished

emotionally detached, and 18% are actively

goods. The output is predictable, measurable,

disengaged. Meanwhile, Deloitte’s Mental

and efficient. But now, imagine trying to

Health at Work report reveals that 63% of

run that factory without maintaining the

employees exhibit at least one symptom

machines, without paying attention to the

of burnout. PwC’s Global Workforce Hopes

people operating them, without asking how

and Fears Survey 2024 adds another layer

they feel about showing up every day.

of complexity: nearly half of employees feel overwhelmed by the pace of change,

That’s what many workplaces are like today.

with 44% reporting a disconnect between

They hum, they churn, and they burn out.

organisational goals and their own

Here’s the thing: workplaces aren’t factories

emotional experience.

anymore. They’re ecosystems, and emotions are the invisible forces that shape them. Yet,

The message is clear: workplaces can no

too often, we treat emotions as the squeaky

longer afford to ignore emotions.

wheels—things to be silenced or ignored rather than the fuel that powers the entire system.

The Emotional Wake We Leave Behind Work leaves a wake. Every meeting,

What If We Built for Emotions?

email, and interaction ripples through

The solution isn’t more perks or superficial

an organisation, creating emotional

policies. It’s deeper than that. Organisations

consequences far beyond the immediate

must design workplaces that prioritise

moment. Yet we rarely ask: How are people

emotions—not as an afterthought but as a

feeling about this work?

strategic focus.

F WORLD 2024

19

“ R&E

Leaders who adopt these behaviours are more likely to inspire their teams, foster engagement, and navigate change successfully.

When emotional culture becomes a central priority, the benefits are tangible:

•

Engagement improves: Employees who feel valued and connected are more committed to their work and their teams, driving higher performance and loyalty.

•

Stress is mitigated: Trust and fairness in workplace dynamics provide a buffer against the pressures of modern work, fostering resilience among employees.

•

Innovation thrives: In environments where individuals feel safe to share ideas and take risks, creativity flourishes, leading to breakthroughs that benefit both people and organisations.

It’s not magic. It’s emotional culture. And it matters.

The Role of Leadership in Emotional Culture Leadership is at the heart of emotional culture. PwC data reveals that 70% of the variance in team engagement can be attributed to managers. Yet many leaders remain unequipped to manage emotions, focusing instead on tasks and targets.

To lead emotionally requires:

•

Vulnerability: Leaders must model openness, acknowledging their own challenges and creating psychological safety for others to do the same.

•

Empathy: Listening to understand, not just to respond, is key to building trust and connection.

20

F WORLD 2024

THE BIG PICTURE

•

Consistency: Emotions are not managed

The organisations that succeed won’t be the

in one-off interventions. Leaders must

ones grinding their people down. They’ll be

weave emotional intelligence into

the ones asking the right questions:

daily interactions, team rituals, and

•

organisational narratives.

they step into work each day?

• Leaders who adopt these behaviours are more likely to inspire their teams, foster engagement, and navigate change

How do we want our people to feel when How do we intentionally create a culture that supports those feelings?

•

How do we build workplaces that aren’t just productive but deeply meaningful?

successfully.

These aren’t easy questions. But they’re the Generational Shifts:

ones that matter.

What Gen Z and Millennials Expect The rise of Gen Z and millennials in the

Because in the end, work isn’t just what we

workforce has brought new emotional

do—it’s part of who we are. And when we

priorities to the forefront. Deloitte’s Gen Z

get emotional culture right, we don’t just

and Millennial Survey 2024 highlights that

make work better. We make life better. For

86% of these employees view purpose-driven

everyone.

work as critical to job satisfaction. Nearly half have turned down employers or assignments

The solution isn’t found in policies or perks.

that don’t align with their values.

It’s in embedding emotional culture into the heart of how organisations operate. By

These generations also demand emotional

designing workplaces where people feel

authenticity. Only 51% of Gen Z workers

connected, supported, and inspired, we can

rate their mental health as “good,” and 40%

redefine the future of work.

report frequent stress. For organisations, this is a clear call to action: workplaces must

The articles ahead explore how to make

move beyond surface-level perks to create

this shift, offering insights, strategies, and

environments where emotional well-being is

inspiration for leaders ready to embrace this

a strategic priority.

new way forward.

Here’s the reality: emotions aren’t distractions—they’re the driving force behind collaboration, creativity, and performance.

They influence every decision, every interaction, and every outcome.

If 2025 is going to bring meaningful change, it won’t be because organisations chase efficiency at all costs. It will be because they rethink how people experience work.

F WORLD 2024

21

A

R&E

s part of our emotions@work series, we were thrilled to host

Professor Michael Parke, Assistant Professor of Management and the Charles W. Evans Distinguished Faculty Scholar at the Wharton School. Michael’s research explores proactivity at work, focusing on the environmental and emotional factors that motivate employees to speak up, address

Why Emotions Are the Workplace Superpower You’ve Been Ignoring

challenges, and offer creative solutions to improve organisational effectiveness. In this engaging conversation with R&E Founder Jeremy Dean, Professor Parke shared his researchbacked insights on the role of emotions in the workplace.

For too long, emotions have been treated as something to manage quietly or suppress altogether. But Professor Parke challenges

this thinking, showing how emotions can be a powerful tool for creativity, collaboration, and well-

Insights from Professor Michael Parke 22

F WORLD 2024

being in the workplace.

“

By naming emotions rather than hiding them, teams create opportunities for problem-solving and trust-building.

It’s not about complaining but using emotions as signals that guide solutions.

THE BIG PICTURE

Authentic Emotion Climates: Fueling Creativity and Collaboration

Parke also spoke about the importance of fostering an “authentic emotion climate” in teams.

“In environments where team members feel safe to express and respond to emotions, we see better teamwork and a burst of creativity,” he noted.

Imagine a workplace where people feel comfortable saying, “I’m struggling,” or, “I’m really excited about this project,” without fear of judgment. This kind of openness helps teams bond and develop ideas in ways that a more guarded approach cannot. Emotional safety is a crucial ingredient for innovation.

Here’s what we learned from the discussion:

Affect Labeling:

Strategic Silence:

Knowing When to Speak Up While expressing emotions is important,

Turning Emotions into Solutions

timing also matters. Parke introduced

Ever felt frustrated or anxious at work

the concept of strategic silence, where

but kept it to yourself, thinking it’s

employees carefully choose when to share

“unprofessional”? Parke suggests we do

their feelings.

the opposite.

“It’s about choosing the right moment to “When people voice things like frustration

voice concerns or emotions, considering the

or anxiety,” he explained, “it can actually be

relevance and the recipient’s openness,” he

seen as credible and help managers address

explained.

the underlying issues.” This process—called affect labelling—involves articulating negative

Strategic silence ensures that emotional

emotions to make them manageable and

expression is thoughtful and constructive

actionable.

rather than reactive or poorly timed.

By naming emotions rather than hiding

Emotional Capacity and AI:

them, teams create opportunities for

A Tech-Enabled Future

problem-solving and trust-building. It’s not

It’s not just humans who can help

about complaining but using emotions as

manage workplace emotions—AI might

signals that guide solutions.

play a role, too.

F WORLD 2024

23

R&E

Parke is optimistic about the potential for technology to validate emotions and suggest solutions. “AI could play a role in enhancing emotional capacities in the workplace,” he said.

Technology could support emotional management in the workplace, from emotion-recognition tools to AI-guided counselling systems. It’s not about replacing human empathy but complementing it with tools to navigate complex emotional situations.

Backstage Spaces:

Emotional Recovery is Non-Negotiable Not all jobs are created equal when it comes to emotional labour. For customerfacing roles or high-stakes professions, the emotional toll can be significant.

“Employees need spaces where they can recuperate from emotionally draining interactions,” Parke explained. These “backstage” environments—whether physical

enthusiasm. When leaders lead with

spaces or scheduled breaks—help employees

emotional honesty, it creates ripple effects

reset and recharge so they can re-enter their

across the team.

roles refreshed and ready to connect.

The Leader’s Role:

Emotional Expression as a Strength

Rethinking Workplace Emotions: A New Way Forward

Michael Parke’s insights encourage us to

Leaders set the emotional tone for their

reconsider how we think about emotions at

teams, and Parke stressed the importance of

work. Instead of treating them as distractions,

modelling emotional expression.

what if we saw them as tools? By embracing affect labelling, fostering emotional safety,

“Leaders who openly express their emotions

and even exploring the role of technology,

can create an atmosphere of trust and

workplaces can become more collaborative,

openness,” he remarked. This doesn’t mean

creative, and supportive.

oversharing but being authentic—whether it’s admitting when something is challenging

As Parke puts it, it’s not about being

or celebrating a team’s success with genuine

emotional for the sake of it—it’s about

24

F WORLD 2024

THE BIG PICTURE

“

Michael R. Parke, The Wharton School, University of Pennsylvania Source: Poets&Quants – 2024 Best 40-Under-40 MBA Professors

By embracing affect labelling, fostering emotional safety, and even exploring the role of technology, workplaces can become more collaborative, creative, and supportive.

This article is based on a conversation with Professor Michael Parke from the Wharton School of Business.

Michael’s research focuses on workplace proactivity, team dynamics, and emotional management, offering practical strategies to harness the power of emotions for organisational success.

being intentional with our emotions and using them to create better workplaces and stronger teams.

F WORLD 2024

25

R&E

How Anger Can Drive Workplace Success Insights from Dean & Professor Donald E. Gibson, Saint Mary’s School of Economics and Business Administration.

A

t one of our Emotions@Work Learning Series, we had the pleasure of hosting Professor Donald E. Gibson, a leading

expert on workplace emotions and the newly appointed Dean of Saint Mary’s School of Economics and Business Administration. With years of research and leadership experience, Professor Gibson brought valuable insights into how emotions, particularly anger, play a complex role in organisational life.

His takeaways provide a fresh lens on emotional culture and how leaders can create more open, resilient workplaces.

26

F WORLD 2024

When Is Anger Helpful?

Anger can be a powerful catalyst, particularly in organisations that encourage open, honest expression. Gibson notes that anger, when acknowledged and channelled constructively,

“

can spur positive change and accountability.

Cultivating a culture

THE BIG PICTURE

Leaders must be vigilant in observing these dynamics addressing negative emotions before they spread and disrupt team objectives.

where people feel safe expressing controlled levels of anger can lead to better problem-solving and a more transparent workplace.

The challenge, Gibson explains, is creating an environment where anger doesn’t spill over into harmful behaviours. “Suppressed anger often grows, leading to disengagement and resentment.” By normalising anger as a functional part of workplace discourse, leaders can build a resilient emotional culture that thrives on authenticity rather

An emotionally intelligent leader understands that anger when allowed to surface in a controlled environment, can prevent misunderstandings and strengthen team bonds.

“It’s not about promoting anger, but about allowing it to serve a purpose,” Gibson suggests. Leaders should evaluate how well their workplace accommodates constructive emotional

expression and commit to improving these channels if they’re lacking.

Addressing Negative Contagion Gibson warns that unchecked negative emotions can act as a contagion, derailing focus and morale across teams. A functional, emotional culture directs energy toward positive organisational outcomes, but this requires a nuanced understanding of how emotions flow and influence one another.

Leaders must be vigilant in observing

than repression.

these dynamics addressing negative

The Message in the Madness: Rethinking Anger’s Role

team objectives.

How open is your workplace to expressions of anger? For many, anger is synonymous with aggression and negative outcomes.

Gibson reframes this, encouraging leaders to differentiate between harmful expressions of anger and constructive ones. By making space for emotional expression, organisations can address issues early, before they escalate, and foster a culture that encourages

emotions before they spread and disrupt

Gibson advocates for an environment that channels emotions constructively, ensuring that individuals remain aligned with the company’s mission. This approach underscores the importance of emotional boundaries, enabling employees to bring emotional authenticity without letting negativity compromise performance or cohesion.

transparent communication.

F WORLD 2024

27

R&E

Remember: Teams Have Emotions Too Emotional culture extends beyond individuals; it’s something that teams experience collectively. Gibson highlights that team dynamics are often overlooked, yet they significantly impact morale and performance.

Leaders set the emotional tone for their teams, and the emotional health of these groups can often be traced back to the behaviours and attitudes modelled by their leaders.

“

By creating spaces for emotional expression, leaders can normalise vulnerability, allowing employees to share genuine feelings without fear of retribution.

Gibson encourages leaders to assess not just individual emotions but the emotional landscape of the team as a whole. By doing so, they can cultivate a supportive environment that acknowledges both personal and collective experiences, fostering collaboration and a shared sense of purpose.

Bringing Authentic Emotions to Work

Caution with AI and Emotional Surveillance The rise of AI in workplace monitoring brings both opportunities and challenges. While AI has the potential to enhance productivity,

The fear of sanctions for expressing emotions

Gibson raises concerns about using it to track

at work has long kept people silent, yet

or interpret employee emotions. Emotional

Gibson argues that emotional expression

surveillance, he warns, risks intruding

should be a vital component of workplace

on privacy and may lead to unintended

culture. He believes it’s better to openly

consequences.

discuss emotions than to let them simmer beneath the surface. By creating spaces for

Gibson’s stance is clear: while AI can be a

emotional expression, leaders can normalise

powerful tool, it should be used with caution.

vulnerability, allowing employees to share

Leaders should critically assess the ethics

genuine feelings without fear of retribution.

and potential impacts of AI-driven emotional surveillance, ensuring that such technologies

This cultural shift, according to Gibson,

serve the interests of employees rather than

not only reduces stress but also enhances

compromising their autonomy or well-being.

psychological safety. Leaders should aim to honest emotional expression, reinforcing

The Power of Structured Emotional Reflection

that emotions are valid and valuable in

One of Gibson’s most compelling insights

the workplace.

centres on the transformative impact of

establish norms that encourage respectful,

28

F WORLD 2024

THE BIG PICTURE

Image Courtesy of Manhattan College’s O’Malley School of Business.

FDIC Chair Martin J. Gruenberg speaking at the Gargano Lecture, moderated by Dean Donald Gibson.

structured emotional reflection. Employees

After all, when emotions are managed well,

can gain deeper insights into their emotional

they become powerful assets that drive

patterns and triggers by engaging in

stronger connections, innovative solutions,

reflective practices—like gamified workshops

and lasting success.

where emotions are explored within a guided framework. This structured approach to emotional introspection provides valuable data, both for individuals and teams, empowering them to understand and manage emotions in a meaningful way.

The Takeaway This conversation with Professor Gibson is a reminder that emotions in the workplace aren’t “nice to have”—they’re integral to organisational success. Embracing them, especially complex ones like anger can turn challenges into opportunities for growth.

Professor Gibson’s insights highlight the value of leading with empathy, understanding, and authenticity. It’s a call for leaders to foster emotional cultures where people feel

These insights are based on a recent conversation with Professor Donald E. Gibson, Dean of Saint Mary’s School of Economics and Business Administration, shared as part of the Emotions@Work Learning Series.

respected and empowered to bring their full selves to work.

F WORLD 2024

29

R&E

30

F WORLD 2024

don’t come from textbooks, they come from people.

In this section, we spotlight the experiences and learnings of our global consultant community, offering realworld inspiration and strategies for leaders.

insights.

Great ideas

F WORLD 2024

31

R&E

an

EMOTIONAL

LEADER

BY LOT TY ROBERTS , Master Elephant Rider, ECD Certified Consultant, New Zealand

An ‘EMOTIONAL LEADER’ is a strong and resilient leader.

If you’re raising your eyebrows at that statement then maybe being ‘Emotional’ has been sold to you as a bad thing and a sign of weakness…So let me expand on my definition of an ‘Emotional Leader’ and then tell me this is not the way to go.

32

F WORLD 2024

E M O T I O N A L C U LT U R E C R A F T I N G

EMOTIONAL LEADERS… •

Understand emotions as useful signals

•

(note NOT commands) -that reveal values and can help them lead, and indeed navigate life, better.

•

• •

• •

Apologise when they have hurt someone.

Takes accountability when they have made a mistake whilst not beating

emotions and relating triggers and

themselves up.

•

Treat mistakes and mishaps as an

Attend to their emotions with care and

opportunity to learn and grow rather

wisdom rather than suppressing them.

than blame and shame.

Learn to express and regulate their

•

Show care and compassion to their team

emotions in a helpful and authentic way.

and prioritise the mental health of both

Take time to notice and regularly check

their team and themselves.

in on how their team are feeling - making

•

when they are not ok and need support.

Have great self-awareness of their own influences.

•

Are not afraid to be vulnerable and admit

•

Understand that emotional intelligence

space for emotions as a core part of how

is a core capabilty for all leadership, team

their team roll.

and organisational performance and

Tune into silent problems that may be

agility.

affecting how their team are feeling and it’s emotional culture.

•

Are less likely to burnout out, and neither are their team as a result of all the above.

Does any of this list sound like a weakness to you?

I spent many years in my leadership career either sucking down how I felt or having kneejerk, unhelpful reactions. Oof I have some stories of things that didn’t go well for me. I’m not proud of that, but in a way I’m also grateful as I’ve learned it’s not the way and it’s led me to studying, learning about and teaching the wisdom of emotions. Emotions are now my passion, my practice and career.

F WORLD 2024

33

R&E

Emotional Leadership Development

Five Lessons Learned:

From Emotional Intelligence to Emotional Engagement at Work

BY LEO CASTILLO ECD Certified Consultant, Philippines

34

F WORLD 2024

“

I’ve been to business school, and the conversation on emotions is minuscule compared to finance, strategy, or operations.

EMOTIONAL LEADERSHIP DEVELOPMENT

INSIGHT # 1:

Emotions are Strategic When I discuss emotional intelligence with leaders I sometimes hear groans along the lines of “yeah I guess that’s important too”., They grudgingly agree that empathy is important and yes we need to do it.

These reactions make it clear that for some leaders, emotions are an afterthought, a secondary priority compared to execution and delivering business results. I must admit that in the past, I was one of those leaders, too. I’ve been to business school,

I

and the conversation on emotions is minuscule compared to finance, strategy, or operations. n the last year, I’ve spent a lot of

I’ve evolved on this throughout the years,

time and effort leveling up my

and the last few months with intensive

mastery on emotional intelligence,

work on emotional engagement has

partly because of my own personal

dramatically changed my perspective:

experience, the certifications I’ve

been building, and the work we do at

Dealing with emotions is as important or

Fearless Inc.

even more important than the delivery side of the business.

After working extensively on myself, leaders, teams, and organizations,

Generally speaking, all companies are still

I’ve come up with five insights where

built with people. The best strategy, the

we can make emotional intelligence

best execution, and the best delivery of

actionable, leading to what I call

value proposition will fail if the people

emotional engagement. Although a few

are not emotionally engaged with

are personal, this is really looking at how

the outcome.

to create emotional engagement in the corporate world.

Note that I said the best. A mediocre strategy or execution can still succeed even

I share these insights from my journey

when people are not engaged. Delivering

with the hope that you can also be

the best requires that extra mile, that extra

emotionally engaged and make

step that can only be delivered when the

EQ actionable for you, too. Without

people bring their whole self into it: the

further ado, here is what I’ve learned

body will only achieve its best when the

in this journey.

mind and heart are fully into it.

F WORLD 2024

35

“

R&E

“You’re too emotional”.

“There is no place for feelings at work.” “Suck it up and get back to work.”

feel but can’t seem to figure out how to put it in words, leaving both trying to work on something that is unclear to both of them.

I’ve learned that communication is significantly effective when people explicitly identify the exact emotion they

INSIGHT #2:

are experiencing.

One of the biggest challenges in any

However, we find that people are usually

organization (and in any human interaction,

not good at this, not because they don’t

actually) is the complexity of human

understand what they are thinking or feeling

conversation. How many times have we

but because they can’t find the words to

tried to guess “did the boss really like the

describe them.

Emotions bring Clarity

proposal” or “did I come across as too blunt in my feedback” or “did they mean it when

This is where a tool like the Emotional

they said yes or are they just saying that?”

Culture Deck is a lifesaver. It gives people the vocabulary and the focus to decipher

Add the complexity of communicating over

and communicate their own experience. The

email, messaging, and remote calls where

user is surprised how much clearer and how

useful information such as tone and body

much more visible they can share what they

language are missing.

truly think and feel, even to themselves!

Let’s add another layer of complexity. It’s just

There are other similar tools, of course, and

not with the person listening: the sender also

if you have something that already works

somehow has a sense of what they think and

for you, use it. . The point is that when you

36

F WORLD 2024

EMOTIONAL LEADERSHIP DEVELOPMENT

start with identifying the emotion, it unlocks

discussed secretly in that “hidden”

clarity in the most authentic and most

group chat or the backstabbing when

human way possible, not just to the receiver

someone’s not in the room. It’s not the

but to the sender as well.

emotion itself that’s the problem, it’s how

INSIGHT #3:

Emotions are not the Problem.

we deal with them.

INSIGHT #4:

“You’re too emotional”. “There is no place

Emotions are complex.

for feelings at work.” “Suck it up and get back

Ask someone how they feel, and generally,

to work.”

their answer is “I’m ok”. Did you ever wonder why this is so? Part of it is a perceived bias

Does this sound familiar? I bet you’ve

about sharing feelings at work (see #3 -

heard this before. Sadly, this approach has

Emotions are not the problem), especially

been weaponized and used to create false

“negative” ones. Another part of it is that we

generalizations about others, especially

really don’t know how we feel because, well,

against women at work. As if men don’t get

emotions are complex because people

overly emotional! We’ve all had an experience

are complex.

with a pissed-off boss or a hard-to-please leader, whatever gender they may be.

One of the activities we do with the Emotional Culture deck is for people to

Well, people are human, and people have

choose a black card (the feelings we usually

emotions. Emotions aren’t limited to only

like to have) and a white card (the feelings

one gender.

we usually don’t like to have). As with #2, when people realize that they experience

The problem isn’t emotion itself but

both feelings at the same time, they find

when emotions are out of control. And

it liberating.

paradoxically emotions get more out of control when they are suppressed and

You are not classified as either good or bad…

uncommunicated, leading to explosive

you are just a person feeling many emotions

bursts that give emotions a bad name.

at the same time, and that is normal!

And if we go to point #2 (Emotions bring Clarity), emotions might even be the

What people also find is that it’s good

solution. By having our emotions out in the

to discuss and talk about the “negative”

open, it lets us deal more effectively with the

emotions as these actually give fresh new

passive-aggressive tone that makes office

insights on why they feel that way, thus

politics so toxic.

leading to better decisions! This reframes the experience that “negative” emotions

We need more conversations about emotion,

aren’t really negative; they’re just another

not less.

data point!

Doing this productively allows us to talk about what’s real rather than what’s

F WORLD 2024

37

R&E

INSIGHT #5:

with so many things at once, and their

We’ve all heard the story: the hapless

do can impact people’s lives.

Leaders have emotions too. employees being pressured by the soulless boss, the bane of their existence. Oh, if only our companies really focused on emotional well-being instead of these heartless

understanding that the gravity of what they

It is so easy to judge them and think they don’t care when they not only have to deal with the emotional turmoil and pressure

dictators!

from all sides, they also need to show they

In my many years in culture and strategy,

It’s Lonely At The Top, many organizations

I’ve been lucky to work with many people in senior leadership, and wow... if you only know

are strong and ok all the time. As i shared in think about people’s emotions but typically don’t consider or even ignore the emotions

the truth.

of the leaders.

I’ve learned something that’s common

Sure, there are probably leaders who don’t

with senior leaders: whether C-suite,

really care that much and just go after the

entrepreneurs, or family business owners.

almighty dollar, but each one I have met

Every one of them, each one, is obsessed

thing that’s best for the sustainability of the

with trying to figure out what is the right

so far is clear: they need to do the right organization. It may not look like it, but for

thing to do.

them, the struggle is real.

You have no idea how they often ask for help,

We ask our leaders to empathize with us.

how they worry about how they come across their people, their frustrations with dealing

38

F WORLD 2024

What if we empathized with them and ask them how they feel?

EMOTIONAL LEADERSHIP DEVELOPMENT

FROM INSIGHTS TO ACTION Now, insights are infinitely more useful when they are actionable, so how do we put what we learned into practice? Here are some ideas:

1. Let’s be strategic with how we deal with emotions in the organization. Think

Research proves that it can actually build higher customer loyalty.

about how we want people to feel (and not to feel) when they work on a

Maybe we can do that with our co-workers

specific project, a specific team, or how

and leaders. For example, with empathy and

you want them to feel being part of

personal self-control, try asking, “Thanks

the organization. Design the employee

for letting me know that this is making you

experience not just with purpose,

angry. What else do you want to tell me?”

vision, and values but also with what emotions we want to experience in our organization.

2. Let’s normalize people actively verbalizing their true emotions in all business

4. Finally, think about making emotional intelligence actionable for yourself.

What emotions have been showing up for you lately?

conversations. This includes meetings, conferences, and brainstorming, not

What emotions are you suppressing?

just check-ins and employee well-being discussions. Let people share their feelings

What emotions do you long for?

without fear and refrain from labeling them as bad or good. Use them as what

Try asking yourself these questions, and

they are: additional data points that can

others like these. Allow yourself to feel and

help us understand multiple perspectives

see what the data tells you.

and make the right decisions.

3. Let’s remember that emotions are

You might be surprised to uncover a truth about yourself… and what you need to do.

complex because people are complex.

Allow us to have empathy for those who

And just with all the insights above, use that

are experiencing emotions, even the

and make yourselves and everyone better.

people on top who are probably the ones

Share what you’ve learned and I’d love to hear

who least receive emotional support.

about your experience.

Here is something worth trying. Next

This exploration from emotional intelligence

time we are at the receiving end of an

to emotional engagement has been an

emotional outburst, with genuine empathy,

incredible, eye-opening, and productive

try thanking the person for sharing their

journey for me, and I hope you go through

emotion. In customer service programs, we

your own journey too. If you do I’d love to hear

are taught to acknowledge and appreciate

your story too!

customers when they complain, which, when done well, helps defuse the situation.

F WORLD 2024

39

R&E

Emotional Volatility: How to Make Our Emotions Work for Us

BY DR. NADA AL MOOSA ECD Certified Consultant, Oman

M

any times in our lives, we often must deal with individuals who swing from one emotional extreme to the other, causing their behaviour to

fluctuate from wonderful and pleasant to defensive, playing the role of the victim or giving the cold shoulder, all due to unhealthy emotional regulation.

40

F WORLD 2024

“

EMOTIONAL STAKEHOLDER ENGAGEMENT

This happens when their sense of self reacts rather than responds to circumstances, and their behaviour bounces according to their unstable sense of self.

So, how can we make our emotions work for us?

According to Maslow’s hierarchy of needs, our actions are motivated by certain physiological and psychological needs that progress from basic to complex; emotional

Actions taken without emotional heat are much more effective than playing the victim or giving the cold shoulder.

experiences play a crucial role in satisfying basic needs and desires, suggesting that people are motivated to fulfil basic needs before moving on to more advanced ones.

Maslow states that the need for social relationships driven by emotions (E.g., feelings of love & belonging) drives human behaviour. Knowing that it takes two to be emotionally fused, when dealing with people with emotional volatility, control your own

and the impact on fulfilling those needs can vary. That’s why assessment of one’s emotions and the emotions of others brings about insight regarding how to approach discussions, suggest ways, and take action to arrive at resolutions.

behaviour, but not the others.

Actions taken without emotional heat are much more effective than playing the victim or giving the cold shoulder.

However, to be able to do so, one must understand that emotions profoundly impact how people behave when they feel their psychological safety is threatened. When safety needs are threatened, emotions become one’s motivator to seek protection.

Understanding that each emotion is a signal that is related to a specific need

F WORLD 2024

41

R&E

Teams Willing to Leap into the

UNKNOWN TOGETHER

BY CL ARE REID ECD Certified Consultant, New Zealand

42

F WORLD 2024

“V

“

E M O T I O N A L C U LT U R E C R A F T I N G

ulnerability doesn’t come after trust—it precedes it. Leaping into the unknown, when done

alongside others, causes the solid

ground of trust to materialise beneath our feet.” - Daniel Coyle, The Culture Code.

It certainly takes a leap of faith to say to your team – “hey, we are going to spend half a day in a workshop talking about how we feel.”

Especially if talking about how you feel is not

Today is simply an experiment…

Today is about having a play…

Today is about exploration…

the norm – for you or your team! Whether your team is a corporate, start-up or a familyowned and operated business, the benefit

the Emotional Culture Deck are vast,

of nudging vulnerability is a powerful way to

from crafting the emotional culture of

maximise your team.

your team to change management to stakeholder and customer engagement. It’s

Over the last year, I have been facilitating

always so inspiring to see the courageous

workshops using the Emotional Culture

conversations that the Emotional Culture

Deck by riders&elephants with a range

Deck creates. And as a facilitator, I always

of different teams. The applications for

learn something, too.

F WORLD 2024

43

R&E

So, here are a few key insights:

It’s about the willingness to give it a go.

“I am not going to lie; I was a little nervous as to what was going to come up, but it was so beneficial, and I learned so much about both myself and our team members…” – Workshop Participant. I see the worry on the faces of some participants as they step into the meeting room – and I smile and offer a reframe.

Today is simply an experiment… Today is about having a play… Today is about exploration…

Participants who actively choose to adopt a beginner mindset (plus the added elements of PLAY that the tactile Emotional Culture Deck brings), are quick to let go of preconceived ideas and assumptions.

I have seen people check into a session feeling uncertain, anxious, and hesitant and walk out of that same session feeling curious, connected and optimistic.

It’s about having a shared language.

I love seeing participants sifting through the deck of cards and uncovering a whole new world of unexplored emotion and vocabulary.

The thought and consideration put into cocreating and intentionally choosing how you want your team or customers to feel or not feel is incredibly powerful.

And that widened (and shared!) emotional vocabulary keeps the conversations alive well beyond the workshop.“How good that we

44

F WORLD 2024

“

EMOTIONAL CHANGE STRATEGY

chose rebellious as one of our top five for our team’s emotional culture, Clare. We never would have labelled that feeling so perfectly without the ECD, and I like to remind our team of it every day… to be different to the norm…” – Workshop Participant.

It’s about identifying the emotion as a data point and then taking action I love seeing the ‘a-ha’ moment. When a participant can see that they have the power

For me, it’s about the micromoments in the workshop. The moments of vulnerability…

The moments of curiosity…

The moments of connection…

to do so something, to consciously choose and shape how they want to feel by taking action.

The latter half of the workshop is designed so that participants can co-create the rituals and actions that will support their desired and undesired feelings.“This really challenged me and made me realise that we all have a role to play in how we feel as a team...” – Workshop Participant.

It’s about acknowledging that the journey is just as important as the destination Everyone loves walking away with actions to take the conversation from workshop to workplace. But, the most common piece of feedback I get is that the workshop provided a much-needed moment of space. A safe space to reflect, share and be intentional.

For me, it’s about the micro-moments in the workshop. The moments of vulnerability…

The moments of curiosity… The moments of connection…

These micro-moments are equally as important as the rituals you implement from the workshop.

Are you ready and willing to take the leap?

F WORLD 2024

45

R&E

THE EMOTIONAL

Emotional Culture Crafting

BY REBECCA HOLLIDAY ECD Certified Consultant, United Kingdom

46

F WORLD 2024

E

“

E M O T I O N A L C U LT U R E C R A F T I N G

motional culture plays a pivotal role in shaping the work environment and influencing employee morale, engagement,

and overall job satisfaction. Leaders, as the guiding force within an organisation, play a hugely crucial role, and their actions and behaviours create a blueprint for how emotions are perceived, expressed, and managed within the workplace. By understanding the emotional ripple effect, leaders can use their influence to nurture a positive and supportive emotional team culture.

Emotional intelligence can be developed and improved, and leaders possessing high emotional intelligence excel at comprehending both their own emotions and those of their teams.

The concept of the “Emotional Ripple Effect” can be likened to a pebble causing ripples in a pond. The behaviours and actions of leaders can shape and influence the emotional landscape within an organisation

takeouts from these valuable sessions are

and have a profound impact on the

shared below.

emotional culture at every level of an organisation.

As part of the ECD Certified Consultant Course, I had the privilege of sitting down with a number of industry leaders to conduct 1-1 sessions, using a selection of Emotional Culture Deck resources to accompany the game-changing card deck.

The ECD Leadership Handbook was a standout for me, prompting rich discussion and supporting leaders to challenge themselves to embed behaviours to support desired team feelings and to understand the impact their actions have on their team’s emotional culture.

The sessions were extremely insightful and clear to see that as a leader, you can indeed influence emotional culture through your own behaviours and actions. Some of my key

F WORLD 2024

47

R&E

Emotional Intelligence Emotional intelligence plays a crucial role. It includes selfawareness, empathy, and skilful relationship management, making it a pivotal factor in the emotional ripple effect. Emotional intelligence can be developed and improved, and leaders possessing high emotional intelligence excel at comprehending both their own emotions and those of their teams. This heightened self-awareness empowers leaders to navigate intricate situations with sensitivity, contributing to a positive influence on emotional culture.

Authenticity and Transparency Leaders who model authenticity and transparency set a powerful example for the entire organisation. When leaders openly share their experiences, challenges, and emotions, it creates a culture where authenticity is valued. This openness encourages employees at all levels to express their emotions without fear of judgment, contributing to a transparent and supportive work environment.

Empathy and Compassion The ability of leaders to empathise and show compassion has a ripple effect on workplace culture. When leaders demonstrate genuine concern for the well-being of their teams, it creates a sense of belonging and shared purpose. Empathetic leaders inspire a culture where individuals feel understood and supported, building stronger interpersonal relationships and collaboration.

Recognition and Appreciation Acknowledging and appreciating the efforts of individuals is a powerful way leaders can positively impact emotional culture.

When leaders routinely recognise achievements and contributions, it instils a sense of pride and motivation. This recognition has a ripple effect, inspiring a culture where employees feel valued for their unique contributions.

48

F WORLD 2024

E M O T I O N A L C U LT U R E C R A F T I N G

SUMMARY When employees feel supported, valued, and

committed to their work, exhibit higher

emotionally connected to their work, it has

levels of productivity, and actively contribute

a direct impact on their overall satisfaction.

to the organisation’s success. The ripple

Leaders who embed a positive emotional

effect of engaged employees creates a more

culture contribute to increased employee

vibrant and dynamic workplace.

engagement. Engaged employees are more

As organisations strive for success, leaders should be mindful of the emotional ripple effect they create, for it is in these ripples that shape the true culture of an organisation.

F WORLD 2024

49

R&E

50

F WORLD 2024

of emotional culture in the workplace? This section highlights measurable outcomes from case studies and collaborations.

research.

What’s the impact

F WORLD 2024

51

W

R&E

hen Chelsea Lang,

Head of HR for

Sanitarium’s Supply

Chain, joined the

company two and a

half years ago, she faced a unique challenge.

Sanitarium, known for its household brands like Weet-Bix and Up & Go, was undergoing unprecedented growth after 25 years of stability.

This growth led to rapid changes—new product lines, a new distribution centre, and the recruitment of over 350 new employees, including

How The Emotional Culture Deck Helped Sanitarium Navigate Growth and Change 52

F WORLD 2024

50 new leaders.

In the midst of this transformation, Chelsea turned to The Emotional Culture Deck (ECD) to guide Sanitarium’s leaders and teams through the complex changes. Her approach was simple yet powerful: harness the emotional side of leadership to drive success. Chelsea focused on helping leaders move beyond the traditional “tell, tell, tell” approach and encouraged them to ask questions, listen actively, and coach their teams with empathy.

Since then, Chelsea has integrated The ECD into

“

The ECD helped us shift the focus from just objectives to really understanding how we want our people to feel during times of change.

LEARNING

together, facilitate open conversations, and foster deeper emotional connections.

The ECD provided the perfect framework for this, enabling leaders and employees alike to explore how they wanted to feel at work and how they could collectively shape their culture.

Shifting Focus from Objectives to Emotions One of the standout moments Chelsea shared was how The ECD shifted the focus of leadership discussions. Rather than simply setting operational goals, Chelsea and her team began to prioritise the emotional wellbeing of their workforce. She explained: “The ECD helped us shift the focus from just objectives to really understanding how we want our people to feel during times

Sanitarium’s leadership and culture strategy, impacting more than 300 employees across seven factories. Her goal is to have 1,000 employees experience the benefits of The ECD by the end of next year, embedding emotional culture into every aspect of the business.

The ECD at the Heart of Cultural Change Reflecting on her leadership journey, Chelsea revealed how The ECD became an essential part of her approach to driving cultural change at Sanitarium: “The Emotional Culture Deck has really been at the centre and the heart of driving our leadership and culture strategy.”

Faced with significant growth in the business and a multi-generational workforce, Chelsea needed a tool that could bring people

of change.”

This emotional focus has been particularly important in guiding leaders through periods of rapid growth and change. By encouraging leaders to consider not only what they wanted to achieve but how their people should feel throughout the process, Chelsea fostered an environment of empathy and collaboration.

Breaking Down Barriers and Building Connections Another key benefit Chelsea noted was The ECD’s ability to break down emotional barriers between leaders and employees: “It breaks down emotional barriers between leaders and employees, fostering deeper connections and better communication.”

The ECD workshops provided leaders with the tools to create safe spaces where employees felt comfortable sharing their feelings, leading to greater trust

F WORLD 2024

53

R&E

and openness within the team. Chelsea’s approach of co-facilitating workshops with leaders also empowered them to take ownership of the emotional culture within their teams.

Expanding the Reach of The ECD Chelsea is committed to making sure that The ECD continues to impact as many people as possible at Sanitarium. She aims for all 1,000 employees to experience The ECD, whether through workshops or daily integration into their roles: “By the end of next year, I hope that at least 1,000 people in our workforce have experienced ECD in some way.”

To ensure that The ECD is embedded into the company’s culture, Chelsea’s team has been creative in finding ways to integrate it into everyday practices, such as team meetings, leadership development, and even induction programs for new employees.

What’s Next?

As Chelsea looks ahead, she’s focused on finding new ways to keep The ECD alive within the organisation without overusing it. Her goal is to integrate The ECD naturally into the way her teams work, ensuring it adds value at every step.

“When you’re passionate about something, like I am about The ECD, just go for it. Keep experimenting, keep learning, and find those opportunities where it’s going to make the most impact.”

Final Thoughts Chelsea’s journey with The ECD at Sanitarium is a powerful example of how leaders can use emotional culture to drive not just performance but also connection and wellbeing in the workplace. By putting emotions at the forefront of leadership, Chelsea has helped foster an environment where people feel involved, supported, and empowered to thrive.

The Impact So Far The results speak for themselves. In one recent workshop, Chelsea’s team used The ECD to review their emotional priorities based on engagement survey results. The session, which was initially planned for an hour, extended to 1.5 hours as the discussion deepened. This led to a renewed focus on “feeling involved,” which has since become a cornerstone of their culture improvement strategy.

“It’s made such a positive impact on our Supply Chain business at Sanitarium by creating meaningful and engaging conversations.”

54

F WORLD 2024

We’re thrilled to see how The ECD continues to shape the future of leadership and culture at Sanitarium, and we hope Chelsea’s story inspires others to embark on their own emotional culture journey.

R&E

Leading the Way in Emotional Culture Research: riders&elephants x Wharton Collaboration

A

t riders&elephants, we’re on a

Emotional Culture Deck. This collaboration

mission to rehumanise workplaces

marks a pivotal moment for R&E and the

by flipping conversations about

Elephant Rider community. What started

culture, performance, and well-being. Over

as a deceptively simple card tool for

the past year, we’ve taken a significant

helping teams connect and communicate

step forward in that mission through our

has now drawn the interest of one of the

partnership with Assistant Professor Michael

world’s leading business schools. Together,

Parke from the Wharton School of Business.

we’ve begun to study the impact of affect

Together, we’re bringing cutting-edge

labelling—the practice of identifying and

research to our sanely simple yet powerful

expressing emotions—and how it flips workplace culture.

56

F WORLD 2024

The Why Behind the Research Professor Parke’s research aligns perfectly with our philosophy that emotions matter at work. They shape how teams collaborate, how leaders inspire, and how individuals show up every day. With Wharton’s expertise, we’re diving deeper into the science of emotions at work, exploring how The ECD help sleaders and teams cultivate healthier, more connected environments.

“

LEARNING

We’re not just running workshops; we’re gathering data, testing theories, and proving what we’ve seen anecdotally for years: emotional culture drives real outcomes

“We’re not just running workshops; we’re gathering data, testing theories, and proving what we’ve seen anecdotally for years– emotional culture drives real outcomes,” says Jeremy Dean, founder of riders&elephants.

What We’re Exploring Elephant Riders from around the world will play a critical role in this research.

By facilitating workshops and gathering feedback through pre- and post-session surveys, our community will help provide insights into how emotions influence

This is just the beginning. As the research

engagement, connection, and resilience.

unfolds, we’ll share the journey with you—our

The data collected will feed into Wharton’s

Elephant Riders and readers.

analysis, offering a rare blend of real-world application and academic rigour. It’s a

What’s Next?

collaboration that underscores the power

Explore how you can contribute to this global

of community-driven innovation backed by

movement by joining the conversation and

serious science.

bringing emotional culture to your teams.

A Collective Movement

Our collaboration with Wharton continues to evolve, with plans for broader studies

This partnership is about more than

that examine how emotional culture

research—it’s about validating the work

impacts organisations across industries and

we’ve all been doing as a community. It’s

geographies. By merging community-driven

about taking emotional culture mainstream,

insights with world-class research, we’re

proving its value not just in theory but in

proving what we’ve always known: emotions

practice. Together with Wharton, we’re

are the key to building workplaces, teams

paving the way for workplaces that prioritise

where leaders care about how people feel

connection, understanding, and humanity.

and it’s not considered soft or weak to share it.

F WORLD 2024

57

R&E

Emotional Change Strategy Case Study – ECD Change Readiness Programme REASEARCH LEADS

Michael R. Parke, Assistant Prof. of Management, Wharton School of Business, Jeremy Dean, Founder of riders&elephants

I

n the face of organisational change, leaders often underestimate the critical role of emotions in shaping

outcomes. A New Zealand government

agency preparing for a consultation process involving 4,000 employees recognised that addressing emotional challenges could drive smoother transitions and enhance employee engagement.

58

F WORLD 2024

“

Change management is often approached through operational and structural lenses, leaving emotional dynamics unaddressed”

LEARNING

The Challenge Change management is often approached through operational and structural lenses, leaving emotional dynamics unaddressed.

This oversight can lead to disengagement, resistance, and diminished morale.

In May 2024, a New Zealand government agency initiated a consultation process projected to impact thousands of employees.

Leadership recognised that traditional methods would not adequately address the emotional complexities of this change. They sought a solution to:

Through the Emotional Culture Deck Change Readiness Programme, implemented in partnership with riders&elephants and the Wharton School of Business, the agency demonstrated how intentional emotional change strategies can foster collaboration,

1.

communication during the change.

2. Equip leaders to support employees emotionally.

3. Build resilience within teams to navigate uncertainty effectively.

psychological safety, and resilience during periods of uncertainty.

Key outcomes included:

•

A 7.3% increase in employee engagement reflecting greater motivation and connection.

•

Enhanced emotional intelligence, with improvements in labelling both positive (+20.7%) and negative (+16.4%) emotions.

•

A 10.3% rise in perceived leadership support, strengthening trust and collaboration.

•

A 1.6% gain in psychological safety, creating a more open and risk-tolerant environment.

These results underscore the value of embedding emotional culture into change management frameworks to drive

Increase engagement and open

The Solution To address these challenges, the agency implemented the ECD Change Readiness Programme with the Procurement Team.

The programme consisted of two core components: 1.

Change Readiness Workshop

A workshop introducing participants to emotional culture principles, enabling them to articulate and align on desired emotional outcomes for the change process.

2. Six-Week Change Programme Weekly activities and structured checkins provided ongoing support, reinforcing workshop learnings and addressing emerging emotional dynamics.

measurable organisational success.

F WORLD 2024

59

R&E

“

This approach operationalised emotional

culture as a strategic asset, integrating it into

day-to-day interactions and decision-making.

Key Themes The programme surfaced several critical themes that underscore the role of emotional culture in change management: 1.

Emotional Engagement as a Strategic Asset

Addressing emotions intentionally transformed change from a source of resistance to an opportunity for growth.

Employees felt empowered to

change effort.

Insights for Leaders This case study provides actionable insights for organisations navigating

This ensured the principles of openness and trust extended beyond the immediate change effort.

change: 1.

Proactively Address Emotional Culture

Emotions are not peripheral; they are central to employee engagement and performance.

Addressing them early builds trust and reduces resistance.

2. Empower Leaders to Lead

express their emotions, fostering

Emotionally. Emotionally

a sense of ownership and

intelligent leadership is a

connection to the organisation’s vision.

critical driver of trust, resilience, and alignment during times of change.

2. Leadership as Emotional Tone-Setters Leaders played a pivotal role in modelling

3. Embed Emotional Culture for Long-

vulnerability, empathy, and resilience.

Term Impact. Sustained practices, rather

Their ability to engage emotionally created

than one-off interventions, ensure that

an environment where employees felt

emotional culture becomes a core

supported and valued.

organisational strength.

3. Psychological Safety as a Catalyst for Collaboration

Conclusion The ECD Change Readiness Programme illus-

By fostering psychological safety, the

trates the game-changing potential of inte-

programme enabled open dialogue,

grating emotional culture into change man-

encouraging employees to voice concerns,

agement practices. By addressing emotions

share ideas, and collaborate more effectively.

intentionally, the New Zealand government agency not only navigated the immediate

4. Sustaining Emotional Culture Beyond the Initiative

challenges of consultation but also strengthened its foundation for future resilience.

The success of the intervention highlighted the importance of embedding emotional

Organisations that prioritise emotional

culture into daily practices during change.

culture can expect to unlock higher

This ensured the principles of openness

engagement, stronger leadership trust, and

and trust extended beyond the immediate

more collaborative, high-performing teams.

60

F WORLD 2024

LEARNING

R&E

Key Findings: Workplace Emotions & Wellbeing Research REASEARCH LEADS

Michael R. Parke, Assistant Prof. of Management,

The key findings and impact include: •

Employee engagement rose by 7.3%,

Wharton School of Business,

highlighting a more motivated and involved team.

Jeremy Dean, Founder of riders&elephants

Increased Engagement:

•

Enhanced Emotional Awareness: Significant improvements in both positive (20.7%) and negative (16.4%)

TEAM SIZE

emotion labelling, showing better

20 employees

emotional intelligence and improved ability to identify and address issues, contributing to emotional resilience.

SECTOR

Central Government •

The programme boosted emotional

ECD Intervention Results Overview

support from leaders by 10.3%,

We conducted a field intervention

enhancing the leader-employee

to examine how The ECD workshop

relationship. This indicates that

impacts key employee engagement

team members feel more supported

and collaboration indicators. Pre and

emotionally by their leaders and peers.

post-testing revealed that The ECD intervention helped employees feel more comfortable expressing both positive and

•

indicates a more open and risk-

or ideas. Additionally, there was increased

tolerant work environment.

employee engagement, greater more employees speaking up about problems. These findings suggest The ECD intervention can be effective at enhancing workplace emotional culture and fostering open communication and collaboration within teams.

62

F WORLD 2024

Improved Psychological Safety: 1.6% increase in psychological safety

negative emotions related to work issues

perceived support from managers, and

Stronger Leader Support:

•

Better Workload Management: Job demands dropped by 6%, reflecting better workload balance and reduced stress.

LEARNING

MOVEMENT BETWEEN TIME 1: Pre-ECD-Workshop and Time 2: Post-ECD-Workshop

6

16.4% INCREASE

20.7% INCREASE

7.7% INCREASE

7.3% INCREASE

10.3% INCREASE

Constructive Voice

Engagement

Emotional Support

5

4

3

2

1

0 Emotion Emotion Labelling-Negative Labelling-Positive

PRE WORKSHOP

POST WORKSHOP

Emotion labelling is verbalising felt emotions about issues and ideas to others. An increase in positive emotions and improved management of negative emotions point to a healthier and more resilient team. By labelling, shaping and managing emotions at work, we enhance self-management, team support, and performance.

F WORLD 2024

63

R&E

64

F WORLD 2024

community is the heart of r&e.

Here, we celebrate the people, achievements, and events that are driving this movement forward.

community.

Our global

F WORLD 2024

65

R&E

Our first -ever Global Elephant Rider Summit

QUEENSTOWN, NEW ZEALAND— November 2024. A place renowned for its natural beauty became the setting for something remarkable– an in-person gathering of the most generous, caring and inspiring leaders on the planet.

T

he Global Elephant Rider Summit wasn’t just another conference—it was a movement. Over two days, 48 Elephant Riders from eight countries came together in person for the first

time. After years of virtual connection, this gathering symbolised something bigger– our collective effort to craft the future of emotional culture in the workplace.

66

F WORLD 2024

COMMUNITY ACHIEVEMENTS

“

As Jeremy Dean, founder of

them to immerse themselves in the wisdom

riders&elephants, put it:

and generosity of their new peers. The

“At the heart of the Summit were six core emotions: Inspired, Free, Generous, Surprised, Uncomfortable, and Brave. These emotions guided everything we designed, from the surprise venues to the conversations and workshops. Over 2.5 days, those emotions came to life in ways I’ll never forget.”

From the outset, it was clear this wasn’t an ordinary gathering. Leaders, coaches, and consultants from, New Zealand, UK, Oman,

summit wasn’t about passive learning—it was about doing.

DAY ONE flipped the traditional conference format on its head with our first in-person ECD Unconference hosted by Jakub Jurkiewicz. People didn’t sit back and listen— they co-created the agenda, tackling the real questions shaping emotional culture today.

What emerged was something special– people showing up authentically, to share vulnerabilities, and to challenge the way things have always been done.

A standout session was the Elephant Rider Mentor ‘Celebrity’ Panel, where our mentors, and alumni mentors—Lorissa Garcia, Steven Hargreaves, Lotty Robert, Kayleigh Woodings and Denise Hartley-Wilkins— shared insights from their over 700 combined ECD workshops. Their wisdom left the room inspired and ready to act.

Canada, Romania, Australia, and beyond came together to share their experiences, challenges, and triumphs.

For some, like Tubi Oyston, the summit was a chance to reflect on five years of working with The Emotional Culture Deck.

For Tubi, the deck has changed not only her professionally but also personally.

Her daughter has grown up using The ECD as a tool for communicaiton and understanding. For others, like Rhonda Howarth, Jacquie Shuker and Gill McLaren, all newcomers to the Elephant Rider community, it was an opportunity for

F WORLD 2024

67

R&E

“

Reflecting on the day, Jeremy Dean said:

“To see leaders from different industries lean into these conversations with curiosity and vulnerability—it was pure magic.”

DAY TWO brought everyone to Kinross Winery, where the focus turned to Emotional Culture Crafting. Guided by Katherine Riddoch, the group explored and defined the emotional culture of the Elephant Rider community itself.

This wasn’t just about theory; it was about practice.

Throughout the day, everyone engaged with new R&E tools like the ECD Beautiful Questions Deck prototype and took inspiration from energisers led by Andrea Hancox and Lotty Roberts, and Katherine Riddoch’s sewing session with 1000 Hearts.

But the day wasn’t just about tools—it was about stories.

A highlight of the day was the keynote from Wharton’s Assistant Professor Michael Parke, who brought academic rigour to the emotional culture work. His insights bridged research and practice, reinforcing why emotional culture is a critical component of organisational success.

At the final dinner at Ayrburn, surrounded by family and friends, every moment was steeped in connection.

68

F WORLD 2024

COMMUNITY ACHIEVEMENTS

“

As Lotty Roberts, Master Elephant Rider, summed up:

“This was one of the highlights of my working career to date. It was heartwarming, inspiring, and expansive. We learnt from each other, lifted each other up, and laughed lots. The warmth of this community is unlike anything I’ve ever experienced.”

The Global Elephant Rider Summit wasn’t just a celebration of how far we’ve come—it

“

“This is just the beginning,” said Jeremy Dean. “We’ve created a really unique space for our community to come together, lift our shared knowlege and skills.

Together we can achieve far more than we could alone”

To everyone who attended—thank you for your courage, curiosity, and commitment to this work. You’ve sparked something extraordinary.

Together, we’re flipping the script on what workplaces can feel like and building a future where people feel seen, heard, and valued.

was a commitment to what comes next.

F WORLD 2024

69

R&E

70

F WORLD 2024

COMMUNITY ACHIEVEMENTS

F WORLD 2024

71

R&E

Denise Hartley-Wilkins:

Mastering Workplace Culture, One Emotion at a Time

D

enise Hartley-Wilkins is no stranger to bold leaps. For the past three years, the New Zealand-based consultant has immersed herself in a mission that intertwines professional

rigor with deep emotional connection. As one of just a handful of individuals to achieve the elite status of Master Elephant Rider—a title that celebrates mastery in using the

72

F WORLD 2024

COMMUNITY ACHIEVEMENTS

Emotional Culture Deck (ECD) —

Since then, Denise has facilitated over

Denise’s journey is a testament to

65 ECD workshops alongside numerous

courage, empathy, and relentless

meetups and one-on-one coaching sessions.

practice.

Her work consistently breaks barriers and creates moments of transformation. Some

“Just get started,” she often says.

highlights include:

“Start playing and experimenting... advice as unassuming as Denise

Guiding leaders through the messiness of change:

herself, yet it encapsulates the

Denise helped a leader navigate difficult

profound philosophy underpinning

change conversations with empathy and

her work: change begins not with

courage. Using the ECD, they shifted

grand gestures but with small,

their tone from heated to calm, turning

intentional actions.

confrontational dialogues into open,

Practice, practice, practice.” It’s

•

respectful exchanges.

Born in Singapore, raised in a now firmly rooted in the rolling

Resetting fractured relationships:

landscapes of Nelson, New Zealand,

In one workshop, Denise worked with

Denise’s career spans 25 years of

a team caught in unaddressed conflict.

leadership and people development

Through careful facilitation and ECD

at the highest levels. Yet, her journey

tools, the team moved from mistrust and

with The ECD—a deceptively simple

silos to gratitude and optimism, creating

yet transformative card game

a foundation for better collaboration.

multilingual household, and

•

designed to help teams and leaders articulate emotions—began with a

•

leap into the unknown.

Bridging cultural divides: In a workshop with scientists, one participant shared how their cultural

In the early days of the pandemic,

background made expressing emotions

she facilitated an ambitious cultural

challenging. Denise’s guidance and the

reset with over 60 participants, all

ECD provided the language they needed

virtual. It was an endeavour fraught

to connect authentically with their peers.

with uncertainty, yet it yielded a moment Denise treasures to this

•

Empowering teams in conflict:

day: an older participant’s candid

Facilitating emotional reset sessions

revelation, “Feelings—we don’t talk

for teams in conflict has become one

about them enough, but we need

of Denise’s signature offerings. Her

to.” It was the kind of breakthrough

ability to guide groups through tough

that fuels her commitment to

conversations with compassion and

rehumanising workplaces, one

precision is a hallmark of her expertise.

conversation at a time.

F WORLD 2024

73

R&E

Whether guiding a team through conflict resolution after two years of gridlock or embedding emotional awareness into leadership training, her work consistently fosters connection and clarity. One of her most impactful programmes addressed workplace bullying and harassment, equipping 70 leaders with tools to create a safer, more empathetic culture.

Achieving Master Elephant Rider status places Denise among a select group of global emotional culture leaders, including Lotty Roberts, Kayleigh Woodings, and Steve Hargreaves. This milestone is not just an acknowledgment of technical skill but a recognition of her profound ability to inspire transformation.

Her straight-talking style, sharp wit, and willingness to embrace vulnerability— punctuated by the occasional f-bomb— set her apart as an authentic and deeply relatable mentor.

“She’s a guiding light in our community,” says Jeremy Dean, founder of riders&elephants, “Her contributions have not only shaped the journeys of countless practitioners but also demonstrated what’s possible when you lead with heart.”

Denise’s work reflects her belief that “you don’t have great organisations; you have great workplaces—great leaders, great teams, great cultures.” And creating those workplaces, she argues, starts with understanding how people want to feel— and not feel—at work. The Emotional Culture Deck serves as a bridge, helping teams articulate these often-unspoken emotional drivers.

74

F WORLD 2024

COMMUNITY ACHIEVEMENTS

“

Achieving Master Elephant Rider status places Denise among a select group of global emotional culture consultants, including Lotty Roberts, Kayleigh Woodings, and Steve Hargreaves.

For Denise, mastery isn’t a destination; it’s a mindset. Her advice to aspiring Elephant Riders? “Keep a deck in every bag. Hack it. Get comfortable taking leaps.” Denise’s journey serves as a powerful reminder of the impact one person can make when they blend expertise with empathy.

“Denise has shown us the power of putting your heart into your work,” says Jeremy Dean. “Her story is a celebration of courage, connection, and the extraordinary potential that lies within us all.”

As workplaces continue to grapple with complexity, Denise’s work offers a path forward—one rooted in simplicity, humanity, and the courage to feel.

F WORLD 2024

75

R&E

Specialist Elephant Riders:

Champions of Emotional Culture

In

In a world where workplace culture often takes a backseat to systems and data, five leaders— Anna Clayton (Australia), Dr. Nada Al Moosa

(Oman), Cathy Sheppard (New Zealand), Katherine Riddoch (Australia), and Kate Bacchus (New Zealand)—are changing the narrative. As newly-certified Specialist Elephant Riders, they’ve demonstrated how prioritizing emotional connection can transform workplaces.

Anna Clayton

Dr. Nada Al Moosa

Cathy Sheppard

Anna brings emotional

Nada Al Moosa integrates

Cathy Sheppard focuses

culture into industries

emotional culture into

on creating emotionally

where vulnerability is often

change management and

safe spaces for teams

seen as weakness, like

beyond, empowering teams

to align their goals and

manufacturing and farming.

to navigate transitions

actions. Whether working

She challenges outdated

with greater reflection

with leadership teams

beliefs and inspires leaders

and alignment. Using

or facilitating emotional

to view emotions as drivers

tools like the ECD Review

culture workshops, Cathy

of trust and collaboration.

and Reflect Handbook,

helps translate insights into

By normalising emotional

Nada helps participants

clear, actionable steps. Her

conversations, Anna has

pause and uncover

work empowers leaders to

sparked shifts in mental

hidden opportunities.

understand how emotions

health awareness and

Her workshops illuminate

influence their teams and to

leadership dynamics.

how understanding and

craft intentional rituals that

expressing emotions

build lasting connection.

can lead to trust and stronger team dynamics, especially during periods of organisational change.

76

F WORLD 2024

COMMUNITY ACHIEVEMENTS

Katherine Riddoch

Kate Bacchus

Katherine Riddoch

Kate Bacchus specializes

empowers leaders to

in empowering leaders

navigate change with clarity

and teams to embrace

and confidence. Drawing on

emotions as a foundation

over 25 ECD workshops, she

for meaningful change.

helps leaders see change not

Her workshops foster

as something to fear but as

empathy, build trust, and

an opportunity to grow. Her

turn emotional insights into

sessions bridge emotional

actionable strategies. From

awareness with purposeful

leading her first public ECD

action, guiding teams to

Change Strategy course to

align their values, strengths,

crafting Change Canvases,

and goals. Katherine’s work

Kate’s work helps teams

builds resilience and fosters

align values, behaviors, and

deeper connections during

goals to navigate challenges

times of uncertainty.

with clarity and connection.

These Specialist Elephant Riders remind us that rehumanising workplaces isn’t just possible—it’s essential. Their work is a powerful testament to the impact of emotional culture in building stronger teams and organisations.

F WORLD 2024

77

R&E

Our 2024 ECD Certified Consultants We’re thrilled to introduce

Congratulations to our newest

our 2024 graduates

Certified Consultants:

of our ECD Certified Consultant Programme —a cohort of changemakers who are flipping workplaces by embracing emotional culture as a driving force for connection

Katherine Riddoch

Joanne Free-Pameli

Rebecca Holliday

ECD Certified Consultant, Australia

ECD Certified Consultant, Canada

ECD Certified Consultant, UK

Kristian Colegate

Kirsty Allot

Chrsitina Porter

and performance. These individuals are now embedding The ECD and it’s principles into their professional and leadership practices, creating ripples of change in the lives of the leaders and teams

ECD Certified Consultant, Australia

ECD Certified Consultant, New Zealand

ECD Certified Consultant, New Zealand

they serve.

Their journey was deep dive into the power of

Leo Castillo

emotional culture. It was

ECD Certified Consultant, Philippines

about shifting mindsets, building confidence,

Clare Reid

ECD Certified Consultant, New Zealand

and experimenting with injecting emotions into

As these graduates step into their roles as Certified Consultants,

workplaces, ultimately

they join a global community of expert emotional culture profes-

tackling the status quo of

sionals committed to reshaping workplace cultures. Their dis-

how we work.

tinct perspectives and experiences will undoubtedly shape the future of organisations and the way teams connect and thrive.

Congratulations to our newest Certified Consultants!

We can’t wait to see the remarkable impact you will create with The Emotional Culture Deck in your fields and beyond.

78

F WORLD 2024

Elephant Rider

Chapter Meetups

T

he ECD movement is growing, and it’s more exciting than ever.

Across the globe, local Elephant

Rider Chapter meetups are bringing together our passionate community of ECD Practitioners and Consultants.

These meetups are where Elephant Riders come together in person to discuss and share the big ideas and experiences that drive The ECD, emotional culture and the way we work.

Hosted by volunteer Chapter Leads in cities around the world, we currently have official chapters in: Wellington, Nelson-Tasman and Auckland, NZ; Hobart, Perth, Melbourne, Canberra, and Sydney, AUS; and in 2025 we’re lauching official Chapters in Brisbane and Toronto. These meetups and experiences would not be possible without the tireless and detemrined volunteers who lead them– thank you all for your contribuiton to growing our community around the globe.

F WORLD 2024

79

R&E

Elephant Rider

Bright Spots

Amazon & The ECD. Susannah King, ECD Culture Practitioner, Dubai Helping teams define their emotional culture for success is something I love doing.

Emotions strongly influence behaviour, decisions, and relationships in the workplace and in our personal lives.

Last week, using The Emotional Culture Deck from riders&elephants I ran an Emotional Culture Workshop with Amazon Turkey Operations Leadership Team. We focused on understanding and aligning positive emotions that build high performance and we explored undesired emotions that may hinder it. The team had fun creating and defining the emotional culture canvas as their blueprint.

I highly rate the Emotional Culture Deck as a tool to help people and teams master their emotional cultures.

Change Management Workshop Safura Atan, ECD Certified Consultant in-training, Malaysia I was invited to conduct a two-day workshop on change management for leaders for Sarawak Energy Berhad on April 29–30, 2024, at their headquarters in Kuching, Sarawak.

I used the cards for icebreakers and activities on managing change and managing stakeholders. One participant had attended the same workshop last year and found this new addition to the workshop a powerful addition and gave a better perspective on how to manage change, especially with respect to the stakeholders.

One thing I would do differently is to bring the printed canvases for use, as I think it helps with time management.

Look forward to more opportunities like this.

80

F WORLD 2024

COMMUNITY BRIGHT SPOTS

I am now a certified Emotional Change Practitioner!

Anne Koopmann-Schmidt, ECD Change Practitioner, Germany I am very pleased to have successfully completed another online course from riders&elephants with the ECD Emotional Change Strategy Course.

I have been using the#EmotionalCultureDeck in my workshops and coaching sessions for over two years. And love this tool because it allows for incredibly valuable conversations and reflections.

This course has once again sharpened my view of the emotional dimension of change enormously and made me more and more aware of how I can most effectively support teams and managers.

What did I take away from the course?

Lack of change tools: Transition periods are the times when people need support the most. They are full of emotional and interpersonal challenges that traditional project management does not take into account.

Successful change and emotions go hand in hand: I love this quote: “Accepting change is not a decision of the mind, but of the heart.” (Unknown) Emotions and culture: Emotions are at the heart of company culture and directly influence satisfaction, engagement and performance.

The role of the manager: Leaders who actively shape emotional culture create connected and more resilient teams, especially in times of change.

How it will affect my work: In my work, I am usually called in when teams or managers are going through changes or transitions. This is exactly when the need for support becomes greater.

This certification has made me aware once again of where I can start effectively with my work and have the greatest influence.

I support teams and managers in challenging times or even small and large changes.

I am looking forward to incorporating many new aha moments and learnings into my workshops and coaching sessions!

F WORLD 2024

81

R&E

My first full ECD Leadership Map your Emotional Culture Workshop!!!!

Paul Bulos, Bronze Elephant Rider, ECD Culture Practitioner, United Kingdom I am absolutely thrilled to have facilitated my first full-day map your emotional culture workshop with a leadership team (Marketing & Communications) at Royal Holloway University.

It was fantastic to finally have an opportunity to work with the full canvas and a fullday workshop with a newly forming leadership group navigating team challenges, change and, for the first time ever, considering their emotional culture and what they and their people need to feel (and not feel) to feel successful.

From the word go they were excited at the prospect of doing this work, curious to learn more about the deck and emotional culture - and they embraced the idea of nudging vulnerability and engaging in deeper conversations about what is important to them to feel/not feel and why.

They completed the entire workshop in one day (including the treo check-in and know-yourself session), and by the end had populated a full team canvas to map out the desired/undesired feelings they wanted their people to feel/not feel/manage - and also completed behaviours, actions, next critical actions, kill/create etc….

I enjoyed it so much; the conversations were so powerful and impactful - the delegates left ‘buzzing’, and each of their one card check outs were black cards and ranged from ‘inspired’, ‘optimistic’, ‘thoughtful’, ‘secure’, ‘connected’ etc… throughout the day they were fully immersed and engaged in conversations around emotions and feelings in a way they had never experienced as a leadership team - they really challenged themselves and each other but also set tangible goals and accountability.

I left feeling ‘grateful’, slightly ‘overwhelmed’ but most of all ‘connected’ to the leadership team, myself and the wonderful ECD itself!!!

Oh and I introduced a lovely background of playing calming and relaxing classical music very low-level volume, obviously - it really gave a lovely backdrop and context to the entire day and the general feeling, and has left me with a lovely audible memory of the experience of my first ever ECD workshop.

Huge thanks to my friend and mentor @StevenHargreaves, and to my newfound friend and supporter through the community @SonaliKumarakulasinghe - your encouragement, support, guidance, and belief has been invaluable.

82

F WORLD 2024

COMMUNITY BRIGHT SPOTS

The Power of Emotions in Academic Journeys Shaima Mirza, ECD Culture Practitioner, Australia, I recently facilitated an Emotional Culture Deck (ECD) session for a PhD student, and it was an incredibly rewarding experience. Using the ECD, we explored the emotions shaping their academic journey, from the highs of curiosity, joy, and bravery to the challenges of feeling stuck or uncertain. It was amazing to see how reframing these challenges as opportunities for resilience and growth unlocked clarity and motivation for them.

Leadership Handbook Feedback Angella Clarke-Jervoise, ECD Culture Practitioner, Australia I’ve been working with a client in Tokyo for several months. She leads a highly successful practice and has been keen to expand her leadership skills. Her style is rather unexpressive, and when I took her through the Leadership Handbook in a virtual session today, I had no idea what she was thinking/ feeling. I asked how she’d found the experience as we closed the session. Her words surprised and delighted me. “It’s a revelation” she declared. And then, ‘if you’d just told me about this idea, I wouldn’t have thought it was worth doing. But it’s very impressive and so helpful. Now I see where I can take action!’

F WORLD 2024

83

R&E

ECD workshop with over 100 people!

Kristin Murray, ECD Certified Consultant, New Zealand This is not another thing to do; it becomes the way you lead…

This is why I love the emotional culture deck so much. Like heaps!! Haha It’s so versatile and can be hacked in so many ways.

If you’re wanting to amplify your leadership impact, then you’d want to be using the emotional culture deck.

Today I brought together the team, ultimately to help them see and understand, that what they do contributes to our strategic objectives.

The focus was “walking in the customer’s shoes”.

Using The Emotional Culture Deck, we were able to share personal stories of pleasant and unpleasant experiences, we’ve all had. We were able to agree on what’s important for all of our customers and how we might shift our own behaviour and actions to improve the customer’s experiences.

The cards gave people the words and brought them together using a common language. The Lego gave them the creative space to express. What I saw was how these tools gave the people the confidence to stand up and share among the whole group.

And with nearly 100 peeps in the room, it’s a big step up for lots of people.

Time to work through all the outputs now, which are full of rich content and ideas.

Remember…One word can flip your life. Many of us struggle to express how we really feel day to day. The Emotional Culture Deck gives voice to our emotions at work and home. Within a few minutes, it lets you start to put everything you are feeling on the table.

84

F WORLD 2024

COMMUNITY BRIGHT SPOTS

Working on a Teams Emotional Culture Laura Citterio, ECD Culture Practitioner, Milan A few days ago, I was presenting my proposal to a couple of entrepreneurs who want me to continue working with the team I had done a short project with this summer.

The proposal involved working on the team’s emotional culture, so I wanted to give them a taste of what it’s like to work with ECD. One of them started off hesitant, saying, ‘This kind of activity isn’t really my thing.’ Despite this, he decided to give it a try. At first, he was unsure, but by the end, he was the most enthusiastic! He was really surprised by how concrete and pragmatic the work becomes.

The mistake I made was not starting them off with an icebreaker: I admit that the excitement of bringing the tools to a client for the first time caught me by surprise. On the other hand, I recognize that I overcame the hesitation of one of the partners with the confidence of someone who trusts the method.

I’m so proud to be part of this amazing community and to be able to help my clients building better places to work with the ECD!

ECD & Family Business Dr Leilanie Mohd Nor, ECD Certified Consultant, Kuala Lumpur City.

“Succession and Conflict Resolution” and “Steward Leadership” NTW2024 workshops - together with Saliza Abdullah of BG Capital Holdings Group of Companies, we advocate for sustainability in family businesses, and these sessions were a testament to that commitment.

One of the most profound aspects of the sessions was the use of the Emotional Culture Deck by riders&elephants. This tool facilitated an intimate and meaningful experience for each participant, where it helped bridge deeper understanding.

Family business members shared feelings and voiced their opinions - emotional dynamics that had impacted their professional and personal relationships. There was a palpable sense of empowerment as they navigated these conversations, realizing they were not alone in their experiences.

As I facilitated these sessions, I witnessed the power of emotional honesty in building genuine empathy and stronger bonds. This experience reinforced the importance of addressing the emotional culture within family businesses for sustainable leadership, succession planning, managing conflicts, and advocating steward leadership.“

F WORLD 2024

85

just about ideas— it’s about action.

In this section, we share practical tools, strategies, and insights to rehumanise your workplace. It’s not just about what you do—it’s about the tools you use to

toolbox.

Leadership isn’t

do it.

F WORLD 2024

87

R&E

TOOLBOX GAMES NEW GAMES WE’RE PL AYING WITH

Below The Surface www.belowthesurfacegame.com/

Below The Surface is a game that unlocks conversations and authentic connections. It helps people expand their communication skills and get to know themselves and each other better.

The Conversation Cards: First Edition by Diary of CEO. https://thediary.com/products/the-conversation-cards-1st-edition

Ready to never experience small talk again ? The original 52 pack of The Conversation Cards derived from The Diary Of A CEO podcast consisting of thought-provoking questions to inspire meaningful conversations in any setting. With questions written by people who have defined culture, achieved greatness and created stories worth studying, the cards are designed to stimulate raw, honest and unfiltered conversation like you’ve never known before.

Human-Centric Deck

by Triggers https://www.trytriggers.com/shop-triggers-tools/p/human-centric-deck

The Human-Centric deck is a set of cards designed to be your creative partner in creating new products/service ideas and innovation that put users in the center. These ideation Cards are a series of brainstorming tools filled with “what if” questions, designed to spark ideas in a fun and efficient way.

88

F WORLD 2024

TOOLBOX

Toolbox ECD Latest Tools

Have A Play

Try out these new ECD activities with your people and teams.

Emotional Leadership Development Use The ECD to answer this question: What Emotion has been my greatest teacher, and how has it shaped my leadership style?

This reflective activity is designed to invite you to explore your leadership journey, identifying and learning from the emotions that have most profoundly influenced your approach and style as a leader.

F WORLD 2024

89

R&E

STEP 1: Select the Black Card (Desired Feeling)

•

Look through the black cards, which represent desired feelings, and choose the one that resonates most with your leadership journey.

•

This emotion should be one that you associate with positive leadership experiences and aspire to embody in your role.

STEP 2: Share a Story About Your Selected Black Card

•

Reflect on a particular moment or a series of events where this positive emotion played a pivotal role in your leadership.

•

Discuss how embodying this emotion influenced your decision-making, relationship-building, and overall effectiveness as a leader.

•

Consider how this emotion has guided you through challenges and successes, shaping your leadership philosophy.

STEP 3: Select the White Card (Undesired Feeling)

•

Now, sift through the white cards, which represent feelings you might want to avoid but acknowledge as part of your experience.

•

Choose an emotion that has offered you significant insights into your leadership style and personal growth.

STEP 4: Share a Story About Your Selected White Card

•

Reflect on moments when this undesired emotion surfaced in your leadership journey.

•

Discuss when and how this emotion emerged and the impact it had on you and your team.

•

Explain how confronting and managing this emotion has taught you valuable lessons about resilience, empathy, self-awareness, and the complexities of leadership.

This activity encourages a holistic view of emotional experiences in leadership, acknowledging both the strengths and vulnerabilities that shape effective and authentic leadership styles.

90

F WORLD 2024

TOOLBOX

Emotional Change Strategy

Difficult Conversations Handbook

Use The ECD to answer this question:

Difficult conversations are inevitable. But when we consider and actively shape the

How did you feel about the BEST

emotions involved, we empower ourselves

and WORST change process

to navigate these challenging moments

you’ve experienced?

with greater skill and compassion. The ECD Difficult Conversation Handbook gives you

Here’s how this simple ECD activity works:

the essential tools and insights to handle

•

Part 1: Think of the BEST change

tough talks with more poise, empathy and

experience you’ve been part of; pick 1

effectiveness. Through practical guidance

black feeling card that describes how you

and interactive activities, you’ll learn how to

felt in that change. Plus, share what you

harness the power of emotions to flip difficult

learned from that experience.

conversations into opportunities for growth

Part 2: Think of the WORST change

and understanding.

•

experience you’ve been through. Pick one white feeling card that describes how you felt during that change. Then, share what you learned from that experience.

You’ll be shocked about how much conversation this sanely simple activity creates and how much you learn about what

Find ECD handbooks online in the Emotional Culture Community, ECD Latest Tools Section, www.elephant-riders.com/ or you can buy via www.ridersandelephants.com/ ecd-ready-made-tools

matters to your people!

F WORLD 2024

91

R&E

BY JOANNE F R E E - PA ME L I EC D C ERTIFIED CON S U LTA N T, CA N A DA

92

F WORLD 2024

EMOTIONAL LEADERSHIP DEVELOPMENT

Reflections on My Journey Through Self-Mastery

BY SARAH DENA ECD Certified Consultant (In training), United Kingdom

E

mbarking on the ECD Certified Consultant course 2 months ago with riders&elephants has been a deeply transformative experience.

As I reflect on the journey so far, I am struck by the profound impact it has had on both my personal and professional growth. Today, I want to share my reflections with you in the hopes that my experiences might resonate and inspire.

F WORLD 2024

93

“

R&E

The exercises pushed me to be brutally honest with myself, to acknowledge my strengths and weaknesses, and to accept and define my true self.

cornerstone of growth. The exercises pushed me to be brutally honest with myself, to acknowledge my strengths and weaknesses, and to accept and define my true self. This authenticity has allowed me to connect more deeply with others, with more genuine relationships building from a foundation of trust.

Embracing Vulnerability A pivotal aspect of this journey has been learning to navigate and optimise my vulnerability. In a society that often equates vulnerability with weakness, I believe it’s a source of immense strength. Being vulnerable means being open, honest, and willing to share your true self with others. It means admitting that you don’t have all the answers and that you’re still learning and growing. It means taking a personal risk.

This vulnerability has not only enriched my

Authenticity in Learning

personal relationships but has also enhanced

When I started this course, my primary

my professional interactions. It has allowed

goal was to create opportunities to force

me to connect with colleagues on a deeper

myself to apply and practice the “theory &

level and to create a safe space where open

motivation” I had taken from the Practitioner

and honest communication can thrive. In

Course. The focus was wholly on enhancing

commercial and corporate settings, this

my professional capabilities for commercial

level of emotional intelligence is invaluable,

gains. What I didn’t anticipate was the depth

inspiring a culture of trust, collaboration,

of self-discovery that was coming my way

and innovation.

and a deeper understanding and sense of purpose for why the ECD came into my

Surprising Insights and Highlights

life when it did! The self-mastery activities

Throughout this self-mastery stage of the

required me to look inward, to confront

course, there have been several surprises

my own biases, emotions, and behaviours.

that have deeply impacted me. One of

The process was rarely easy, often deeply

the most surprising aspects has been

uncomfortable but it essential for my

the realisation of how often I operate on

learning, growth, belief and confidence.

autopilot, driven by unconscious biases and

One of the most significant lessons

habitual reactions. This awareness has been

I’ve learned is that authenticity is the

a game-changer, allowing me to be more

94

F WORLD 2024

EMOTIONAL LEADERSHIP DEVELOPMENT

intentional and mindful in my interactions.

have also provided practical tools that allow

This may sound over the top but it’s true, I’ve

for more meaningful conversations. The

changed how I take care of my physical body

impact of these tools in both personal and

significantly since I started this work on my

professional settings has been nothing short

emotional literacy. Not only am I working

of transformative.

out consistently in the gym and actually finding joy in it! I am committing 3 hours of

Themes in Challenges

time at the gym focussing on holistic classes

Reflecting on the challenges I have

of yoga and meditation. This shift is further

encountered, a recurring theme has been

supporting me to be more present and

the difficulty of maintaining consistent

connected with my emotions rather than

self-awareness. It’s easy to slip back into old

being controlled by them.

patterns and reactions, especially in highstress situations. However, this challenge

Another highlight has been the power of

has underscored the importance of

the simple yet profound exercises in The

ongoing practice, discipline and humility

Emotional Deck. These activities have not

in self-mastery.

only facilitated deep self-reflection but

F WORLD 2024

95

R&E

My Personal Top 10 Tips for Using the Emotional Culture Deck Effectively

1.

Set a Clear Context: Before diving into the cards, define a clear context for the inquiry. This helps focus your reflections and ensures the activity flows smoothly, whether exploring personal leadership or team emotional culture.

2. Use the Cards to Articulate Your Emotional Story: The Emotional Culture Deck can help articulate your “emotional story” and provides clarity on your feelings. Use the cards to identify and name your emotions, helping counteract any criticism of being “too emotional” or “soft and fluffy” - a bug bear of mine in gender stereotypes around the role and place of emotions at work!

3. Reflect on Success: Connect with your definition of success to feel more energised and confident in your goals.

Reflect on what success means to you personally and how it aligns with your professional aspirations.

4. Hone Your Storytelling Skills: Use the cards and handbooks to develop your storytelling skills and reframe negative stories you might be telling yourself or others! This boosts confidence and improves your ability to communicate effectively and to have the impact you want based on how you want people to feel.

5. Clarify Emotional States: Work on defining the emotional states you

96

F WORLD 2024

EMOTIONAL LEADERSHIP DEVELOPMENT

want to explore. Understanding subtle differences between emotions deepens emotional literacy and reduces frustration.

6. Engage Others in the Process: If aspects of the Emotional Culture Deck are challenging to do alone, involve others.

Associates, clients, or colleagues can provide diverse perspectives and enrich the experience.

7. Use the Tool to Deepen Relationships: Integrate the Emotional Culture Deck into your work to deepen relationships with colleagues, clients, and stakeholders. This fosters a stronger emotional culture and enhances collaboration.

8. Focus on Key Emotions: When working on activities like the Business Values Canvas, label the emotions you want stakeholders to feel. This clarifies emotional goals and aligns them with your values and priorities.

9. Be Inclusive and Collaborative: Define your emotional goals, but also invite contributions from others. Inclusivity creates a more comprehensive and authentic emotional culture.

Inspiring Confidence and Adding Value To my colleagues, connections, and those on similar journeys, I want to share this message: embrace the process of self-mastery with an open heart and mind. It may be challenging at times, but it is incredibly rewarding.

Your commitment to learning and growth will not only transform you but will also inspire those around you.

Thank you for being a part of this journey with me. Together, let’s harness the power of emotional mastery to create more compassionate, effective, and dynamic workplaces. Here’s to

10. Use the Tool for Continuous Reflection:

continuous growth,

Return to the Emotional Culture Deck

and the courage to

regularly to reflect on your emotional journey - it’s known as a “Retro”

authentic connections, embrace vulnerability.

at riders&elephants. Continuous engagement reinforces your commitment to emotional culture and helps stay connected with emotional literacy goals.

F WORLD 2024

97

R&E

Emotional Leadership Development

Insights and lessons from ECD workshops

BY KATHE R I NE R I DDOCH ECD C ERTIFIED CON S U LTA N T, AU STRALIA

98

F WORLD 2024

s

“

EMOTIONAL LEADERSHIP DEVELOPMENT

ince returning from my awe-filled holiday to Canada and the US last

year, I have facilitated more than

twenty workshops covering emotional

culture crafting, change, leadership, and stakeholder experience (for Directors and Executive Committee members).

Now that I’ve had a chance to rest and reflect on these experiences, I remain in awe of the insights people gain and the emotions they can explain using the riders&elephants Emotional Culture Deck).

The ECD enables people to develop a rich

The ECD enables people to develop a rich vocabulary, provides a safe space to explore vulnerability, and encourages people to express themselves.

vocabulary, provides a safe space to explore vulnerability, and encourages people to express themselves.

So, what have I learned through facilitating these workshops?

Create micro-moments that matter I’ve not met anyone who described last year as #carefree and #easygoing. The majority have reported feeling, to some degree, #anxious and #overwhelmed. Positive Psychology research tells us that for every negative experience we encounter, we need six positive ones to reset the equilibrium – and that’s not easy when people are feeling #reactive, #uncertain, #disconnected, and

F WORLD 2024

99

R&E

#disheartened. Here’s where the ECD workshops help. The cards allow people to identify how they want to feel, what to do to promote the desired feelings, and how they will recognise when others feel the same. The workshops encourage the identification of individual and team rituals and

“

“Facilitating and leading a “culture of positive emotions” may be one of the most important things you can do

crafting. Subsequent workshops enabled us to check how people felt because, often, the real learning happens after each workshop. How each participant engages with the ECD and their following insights and behaviours make the difference – things must change for things to change. When

actions, things people

people have helped to co-

can do at all levels of

create the culture they need

the organisation that facilitate the desired

for success, there’s a far greater chance that

culture. This is not just about the grandiose

they will accept the nudges and be involved

gestures. It’s about the small things that

in the actions and activities to promote the

happen every day. Every positive experience

desired feelings. The more people can see

counts. Stepping away from the churn of

and feel the change, the more valuable the

work, participants have the time, space, and

learning investment, every positive micro-

freedom to craft their emotional culture

moment matters.

carefully. It’s often the micro-moments in the workshop, the permission to explore

“Facilitating and leading a “culture of

an idea, mention the feeling, and share the

positive emotions” may be one of the most

experiences that matter the most. As Haesun

important things you can do.” To Evolve

[hey-sun] Moon says, “Culture is nothing

workshop participant October 2023.

more than the accumulation of micro conversations.”

“The ECD cards were a much more valuable tool than I expected. They are a great trigger for conversations.” To Evolve workshop participant September 2023.

Create experiences that enable learning by doing Identifying the desired and undesired feelings in the initial workshop sets the foundation for action and implementation.

Technology, in this case, Menti, allowed participants to capture their insights in realtime and be involved in emotional culture

100

F WORLD 2024

EMOTIONAL LEADERSHIP DEVELOPMENT

Be creative – adapt the use of The ECD Preparing for the launch of our new company, Neuro Nudges, I hacked the Partnership Canvas to design a workshop and canvas for our directors. As a new team working together worldwide, the use of the ECD provided a shared language, an opportunity to explore hopes, fears and how we wanted to feel (and not feel) working together. We were able to do this workshop online, using Menti, and it was an effective way to achieve alignment in expectations. It was a great reminder that the game is designed to be hacked!

F WORLD 2024

101

R&E

102

F WORLD 2024

shaping a future to rehumanise the workplace.

This section takes you behind the scenes, offering a closer look at our courses, certified consultants, and the incredible people driving this global movement.

insider.

At r&e we’re

F WORLD 2024

103

R&E

Emotional Culture Deck Specialist Courses

Our new next-generation ECD Specialist Courses Our ECD Specialist Courses are designed to empower leaders at every level to build stronger emotional cultures and enhance their leadership skills. Each course focuses on a different aspect of emotion strategy, offering practical tools and strategies to address specific organisational needs. Whether you want to influence emotional culture, develop leadership capabilities, navigate change, or engage stakeholders more effectively, there’s a course tailored to help you achieve your goals. Discover the right course for your unique challenges and aspirations.

Emotional Culture Crafting Masterclass

Emotional Change Strategy Course

Emotional Leadership Development Course

Emotional Stakeholder Engagement Course

Focus:

Focus:

Focus:

Focus:

Equip leaders to

Help leaders

Train leaders to

Train leaders to

manage & influence

recognise & shape

build & establish the

design & embed

emotional culture

the emotions

emotions necessary

emotions into the

by understanding

needed to navigate

for organisational

experiences created

how employees are

organisational

and team success.

for your customers

feeling—or should

change effectively.

Approach:

and stakeholders.

be feeling—at work.

Approach:

Top-Down &

Approach:

Approach:

Collaborative &

Leader-Led

Customer-Centric

Bottom-Up

Inclusive

Benefits:

& Relational

& Co-Creative

Benefits:

Develop stronger

Benefits:

Benefits:

Gain insights into

leadership skills,

Enhance customer

Learn how to

managing emotions

enhance emotional

relationships,

co-create an

during change,

intelligence, and

improve stakeholder

emotional culture

fostering resilience,

create a thriving

communication,

with your team,

and maintaining

workplace culture.

and build a more

build engagement,

employee

empathetic

satisfaction,

engagement.

organisation.

teamwork, and improve workplace dynamics.

104

F WORLD 2024

INSIDER

Flexible Course Delivery Options Our ECD Specialist Courses are designed to meet the diverse needs of your organisation.

Whether you choose in-person sessions, a flexible hybrid format, or online learning both selfpaced and cohort courses, each option ensures a comprehensive and engaging experience.

In-person courses, led by experienced ECD Certified Consultants, blend theory with practical hands on application to help you develop stronger emotional culture, leadership, change and stakeholder engagement skills. Select the format that best fits your team’s needs and start your journey today.

1.

2.

3.

DELIVERED BY ECD

DELIVERED BY ECD

DELIVERED BY

CERTIFIED CONSULTANTS

CERTIFIED CONSULTANTS

RIDERS&ELEPHANTS

Face-to-face interaction and

A combination of online and

Fully online self-paced and

hands-on learning with an

in-person sessions, offering

cohort courses, allowing

ECD Certified Consultant.

flexibility and convenience.

participants to either learn

Our courses can be delivered

Customisation Options:

at their own pace, start

inside organisations or has

Hybrid Courses can be tai-

whenever you want, or learn

public courses.

lored to meet the specific

alongside others with the

needs of your organisation,

support of our course train-

ensuring a relevant and im-

ers and Mentors to guide

pactful learning experience.

you along the way.

IN-PERSON COURSES:

HYBRID COURSES:

ONLINE COURSES:

F WORLD 2024

105

R&E

Insider: Certified Consultants

Certified Consultants Take the Lead

I

n 2024, we celebrated a significant milestone with the launch of our Specialist ECD Courses. These

courses mark a big step forward, enabling ECD

Certified Consultants to certify ECD Practitioners in Emotional Leadership, Emotional Change, and more.

This exclusive authorisation and expanded role for our Certified Consultants represents the next evolution of The Emotional Culture Deck and our community. By equipping leaders to embed these distinct and specialist applications of The ECD into their teams, Certified Consultants are reshaping workplaces across diverse industries and geographies.

Here’s how leading ECD Certified Consultants Katherine Riddoch, Denise Hartley-Wilkins, Lotty Roberts, and Kate Bacchus are bringing our new ECD Specialist Courses to life.

106

F WORLD 2024

C O M M U N I T Y B R I G H TI NSSPI O DT ES R

Katherine Riddoch ECD Certified Consultant, Australia Katherine recently delivered an ECD Emotional Leadership Development Hybrid Course with the Department of Natural Resources and Environment Tasmania, Australia (NRE Tas). This hybrid delivery approach—combining in-person sessions with Katherine and online learning—helped 74 leaders integrate emotions and The ECD into their leadership practices.

Reflecting on the course’s conclusion, Katherine shared: “It was a privilege to stand with these dedicated leaders as they celebrated their certification as riders&elephants ECD Emotional Leadership Practitioners—a milestone that reflects their commitment to growth, connection, and leading with purpose. This novel hybrid delivery methodology, in-person with me and online with Jeremy Dean, was the best of both worlds!”

One participant highlighted the course’s practicality: “She made it seem easy and something I can do with my team. I’m motivated to see where the conversations take me and what I learn from these. There are so many tools and resources!”

For Katherine, course’s impact extended beyond the sessions themselves: “I feel immensely proud of their dedication to learning and the courage to lead with vulnerability and emotional intelligence. I’m optimistic about the ripple effects of their growth and hopeful for the culture they will continue to nurture.”

Katherine looks forward to seeing how these leaders continue to evolve in their journey with emotional leadership.

F WORLD 2024

107

R&E

Denise Hartley-Wilkins Master Elephant Rider, New Zealand Denise Hartley-Wilkins, Master Elephant Rider, recently facilitated the ECD Emotional Leadership Development Course with leaders at Tasman District Council. Over the course of the day, participants explored the essential foundations of emotional intelligence: self-awareness, empathy, and emotional regulation. These are the building blocks of leadership, particularly for those navigating the complexities of leading teams.

Reflecting on the session, Denise shared: “It’s been a privilege to guide this dedicated team of leaders at Tasman District Council through their journey to becoming Certified ECD Leadership Practitioners. Their energy, emerging insights, and aha moments were inspiring.”

The session created a safe space for honest conversations about leadership and emotional culture. One participant reflected: “It really makes you think about how you feel and why, and how you don’t want to feel or don’t want to make others feel.”

The course focused on helping leaders show up with intention, understand the emotions their people need to feel to succeed, and co-create team culture. Participants left the day feeling “connected,” “thoughtful,” and “encouraged,” with one summing up the experience: “The conversations that came from the cards, the tools to enhance workplace relationships, and the tools to enhance communication within my team were excellent.”

For Denise, the course was a rewarding opportunity to empower leaders to embrace emotional intelligence in practical, meaningful ways.

108

F WORLD 2024

C O M M U N I T Y B R I G H TI NSSPI O DT ES R

Kate Bacchus Specialist Elephant Rider, New Zealand Kate Bacchus recently facilitated Auckland’s first Certified Emotional Change Strategy Course, guiding a diverse group of participants from industries including education, healthcare, manufacturing, business, engineering, and international freight. Reflecting on the day, Kate shared: “Delighted, Inspired, Connected... just three of the feelings shared at the conclusion of our first-ever Certified ECD Change Practitioner public course in Auckland.”

The focus of the day was on using the practical tools of the Emotional Culture Deck to navigate change better—for self, teams, and organisations. Kate emphasised: “Transformation change, no matter how big or small, will not transform without our emotions being considered... now to see how these humans utilise the tools and approaches, and we’ll check in again together in early Feb!” Participants praised the experience, including Rebecca Scott-Mackie, who said: “What an incredible experience! Kate is an exceptional facilitator who fostered an engaging and reflective environment, making the workshop truly impactful. I left feeling inspired, connected, and energised.”

Another attendee, shared: “This was such a great course! Kate did such an amazing job of facilitating—there was never a dull moment!”

Kate is already looking ahead to her next public offering in Auckland new Zealand, the Emotional Leadership Development course, set for March 2025.

“Thanks so much to all these wonderful new Certified ECD Change Practitioners for trusting me to deliver for you, and now a warm welcome to the wider ECD community.”

Kate’s work is a testament to how emotional culture can help people approach change with greater awareness, understanding, and care.

F WORLD 2024

109

R&E

Lotty Roberts Master Elephant Rider, New Zealand Lotty Roberts, Master Elephant Rider, ran her first public Emotional Leadership Development Course in Wellington, New Zealand. The course brought together participants from different industries, many of whom started the day as strangers.

Reflecting on the session, Lotty shared: “Those attending usually haven’t met before and are often understandably nervous and shy at the start—I know that’s how I feel too when I attend them. But then the power of the Emotional Culture Deck mixed with beautiful questions takes place, and something magical happens. Connection, compassionate presence, curiosity, and community emerge.”

“ “

The course explored Emotional Leadership from three perspectives: leading self, leading people, and leading teams. Participants delved into tools, warm-ups, and micro-activities designed to integrate emotional culture into leadership practices.

One participant, described her experience: “Absolutely loved yesterday. Loved the course, meeting such beautiful, inspiring humans and finally meeting you IRL. Highly recommend this invaluable course.”

Lotty guided participants through eight tools and three warm-up micro-activities, all integrated with The Emotional Culture Deck. By the end of the day, the room was filled with energy and connection, as Lotty noted: “By the end of the day, our collective mind battery was running low, but our heart battery was brimming full.”

Lotty’s next public courses in Wellington New Zealand include the Emotional Change Strategy Course in March 2025 and another Emotional Leadership Development Course in May 2025.

These changemakers represent the start of a larger global movement reshaping workplace culture.

110

F WORLD 2024

If you’d like to run a Specialist Course in-house or attend a public course, please reach out directly to an ECD Certified Consultant in your region.

Prefer to complete a course online? Visit ridersandelephants. com to learn more about our online self-paced and cohort courses.

COMMUNITY BRIGHT SPOTS

R&E

Insider: Certified Consultants

Our Global Team of ECD Certified Consultants

O

ur global team of independent

a wealth of experience to the table. They

ECD Certified Consultants are

provide specialised ECD programmes,

trained and certified to bring The

workshops, coaching sessions, and culture

Emotional Culture Deck into your

and leadership development programmes

organisation. Endorsed by riders&elephants,

tailored to your organisation’s unique

these Certified Consultants specialise

needs. Whether you’re looking to develop

in crafting emotional cultures and are

leadership skills, improve team dynamics,

passionate about rehumanising workplaces

help leader and teams navigate change

with The ECD.

effectively or embed emotional culture into your organisation, our consultants are here to

Who Are Our ECD Certified Consultants?

Our ECD Certified Consultants come from diverse industries and backgrounds, bringing

112

F WORLD 2024

guide you every step of the way.

C O M M U N I T Y B R I G H TI NSSPI O DT ES R

Levels of Mastery

Master Elephant Rider:

Specialist Elephant Rider:

Pro Elephant Rider:

65+ workshops

24+ workshops

4+ workshops

Our ECD Certified Consultants are more than ECD facilitators; they are recognised leaders in emotional culture, officially endorsed by riders&elephants. Each consultant has embarked on our comprehensive Consultant Certification Pathway, equipping them with the skills to apply The ECD to specific workplace challenges. Our certification process includes prestigious Consultant-level badges that reflect varying levels of experience and mastery of The ECD from Pro Elephant Rider through to Master Elephant Rider status.

F WORLD 2024

113

R&E

3

10

2

2

17

4

3

ASIA

AUSTRALIA

CANADA

EUROPE

NEW ZEALAND

UNITED KINGDOM

UNITED STATES

Our network of ECD Certified Consultants is truly global. With 40 Certified Consultants across 10 countries, we bring the power of emotional culture to leaders, teams, and organisations worldwide. No matter where you are, our consultants are uniquely positioned to help you flip your workplace culture, leadership and stakeholder relationships through The Emotional Culture Deck.

UNITED STATES

Celine Sugay-Costales (New York, USA) Pro Elephant Rider

EUROPE

Mattison Grey (San Francisco, USA) Pro Elephant Rider

Rozz Duffy (Philadelphia, USA) Pro Elephant Rider

ASIA

Leo Castillo (Manilla, Phillipines) Pro Elephant Rider

114

Susanne Heiss (Germany) Pro Elephant Rider

Lili Mesesan (Bucharest, Romania) Pro Elephant Rider

CANADA

Dr. Nada Al-Moosa (Muscat, Oman) Specialist Elephant Rider

F WORLD 2024

Leilanie Mohd Nor (Kuala Lumpur, Malaysia) Pro Elephant Rider

Rich Batchelor (Toronto, Canada) Pro Elephant Rider

Joanne Free-Pameli (Toronto, Canada) Pro Elephant Rider

INSIDER

NEW ZEALAND

Lotty Roberts (Wellington, New Zealand) Master Elephant Rider

Kayleigh Woodings (Queenstown, New Zealand) Master Elephant Rider

Denise Hartley-Wilkins (Nelson, New Zealand) Master Elephant Rider

Cathy Sheppard (Wellington, New Zealand) Specialist Elephant Rider

Mat Kearney (Wellington, New Zealand) Specialist Elephant Rider

Jim Dryburgh (Wellington, New Zealand) Specialist Elephant Rider

Jakub Jurkiewicz (Auckland, New Zealand) Specialist Elephant Rider

Suzanna Rangi (Auckland, New Zealand) Specialist Elephant Rider

Andrea Hancox (Wellington, New Zealand) Pro Elephant Rider

Kathryn Ruge (Christchurch, New Zealand) Pro Elephant Rider

Clare Reid (Hawke’s Bay, New Zealand) Pro Elephant Rider

Christina Porter (Wellington, New Zealand) Pro Elephant Rider

Kristin Murray (Wellington, New Zealand) Pro Elephant Rider

Kate Bacchus (Auckland, New Zealand) Specialist Elephant Rider

Kate Haley (Canterbury, New Zealand) Pro Elephant Rider

Kristy Allott (Christchurch, New Zealand) Pro Elephant Rider

Rae MacDonald (Hamilton, New Zealand) Pro Elephant Rider

AUSTRALIA

UNITED KINGDOM

Lorissa Garcia (Melbourne, Australia) Specialist Elephant Rider

Anna Clayton (Adelaide, Australia) Specialist Elephant Rider

Tubi Oyston (Canberra, Australia) Pro Elephant Rider

Claire Marriott (NSW, Australia) Pro Elephant Rider

Katherine Riddoch (Hobart, Australia) Specialist Elephant Rider

Leticia Whelan (Sydney, Australia) Pro Elephant Rider

Sonja Montague MacKay (Perth, Australia) Pro Elephant Rider

Kristian Colegate (Brisbane, Australia) Pro Elephant Rider

Jess Tayel (Sydney, Australia) Pro Elephant Rider

Deanne Boules (Sydney, Australia) Pro Elephant Rider

Steven Hargreaves (London, England) Master Elephant Rider

Jenni Sandford-Nedoszytko (Manchester, England) Pro Elephant Rider

Rebecca Holliday (Birmingham, England) Pro Elephant Rider

Danielle Swain (Reading, England) Pro Elephant Rider

F WORLD 2024

115

R&E

ECD Around The World The ECD has been making waves across the globe! These are some of our favourite snaps of the year.

Where will it show up next?

Lucy Ratcliffe

116

F WORLD 2024

Lotty and Steve

Rebecca

Holliday

Kate Bacchus

Lotty and Lo rrissa

F WORLD 2024

117

R&E

Elephant Rider Mentors Our Elephant Rider Mentors lead with generosity, empathy, and curiosty. As global leaders in The Emotional Culture Deck , they have flipped organisations and inspired leaders worldwide.

In 2024, we’d like to thank Steven Hargreaves, Kayleigh Woodings, and Denise HartleyWilkins, three Master Elephant Riders who have been instrumental in shaping our Elephant Rider Community.

Steven Hargreaves:

Kayleigh Woodings:

Denise Hartley-Wilkins:

LEADING WITH

TRANSFORMING CULTURES

MASTERING EMOTIONAL

COMPASSION

With a dynamic background

CONNECTION

Founder of The

that spans the Navy, sales,

Based in New Zealand,

Compassionate Leadership

and marketing, Kayleigh

Denise has spent 25 years

Company, Steven has

Woodings brings unique

in leadership and people

facilitated over 65 ECD

insights to her role as founder

development, facilitating

workshops and coaching

of Blue Mercury Leadership.

over 65 workshops. Known

sessions. His compassionate

She helps teams align

for her authenticity and wit,

and practical approach helps

emotional connection with

she specialises in resetting

organisations create thriving

business outcomes, using

relationships, bridging

workplaces, navigate

the ECD and tools like the

divides, and fostering

change, and build resilience.

Customer Experience Deck to

workplaces where people

Steven’s dedication shows

create lasting impact.

feel safe and valued.

that compassion is a powerful leadership tool.

A COMMUNITY LED BY THE PEOPLE WITHIN IT Our mentors come from within our community. Through their experiences and generosity, they’ve helped us all grow – lifting our understanding and skills by sharing their knowledge, insights, and the lessons they’ve learned along the way. They lead the charge in emotional culture and show us what connection, courage, and care really look like in action. Huge thanks to Steven, Kayleigh, and Denise – you’ve shown us what’s possible, and we’re better for it.

118

F WORLD 2024

You’ve reached the end, but really, it’s just the beginning...

Thank you for reading. We hope you feel inspired and curious from exploring The F World Magazine.

For more information, tools and learning, head to ridersandelephants.com, download the free Emotional Culture Deck PDF and subscribe to our monthly newsletter.

You can also find us on Linkedin, Facebook and Instagram --- @ridersandelephants We thank you for your continued support in our mission to Rehumanise the Workplace.

F WORLD 2024

119

ridersandelephants.com

@ridersandelephants

@ridersandelephants

@ridersandelephants