SIY Global

SIY Global delivers EQ-powered leadership development that builds the inner capacity for exceptional performance.

Originally developed as the premier emotional intelligence program at Google, today we develop change-ready leaders worldwide. SIY Global is a platform that combines the power of technology and community to develop social and emotional intelligence skills at work. We’re passionate about building human connection at work, from the inside out. As our sister organization, The Search Inside Yourself Leadership Institute, focuses on making mindfulness and emotional intelligence skills practical and accessible for front-line service providers in education, governmental agencies, other non-profits, and community organizations. Since our origination within Google, we have been the market leader in social and emotional intelligence skills training in organizations for the past 13 years, working with over 250 highly influential global organizations in more than 50 countries.

10/08/2026

Most leaders enjoy the social side of leadership. According to a recent survey from Ciphr, 85% of managers like being a people manager.

And the parts they like the most are primarily the social parts: Building relationships within their team, motivating and engaging others, and supporting their team.

Yet one in three managers wants to leave in the next 12 months.

Managers ranked having difficult conversations (32%) as the think they liked least about managing others, with increased stress coming in a close second (30%).

The takeaway for L&D teams is that most of the leaders in these roles are motivated by a true desire to lead others. But that desire can also be what makes it so difficult for them to manage the hard moments, especially when tension and stress are running high.

The good news is that this is an area where L&D teams can make the most impact. That capacity can be built. And for organizations trying to hold onto managers who already like the job, it's a more practical place to start than replacing them.

09/29/2026

A UK research firm just coined a name for something L&D teams have been trying to explain for years: Talent Hushing.

Pearn Kandola's research found 43% of UK workers say they contribute less than they're capable of because they fear the reaction from their boss and others.

That's a Perception Box™ problem. When someone expects their input to be dismissed or ignored, they stop offering it. But that could be the input that's crucial to stop a critical mistake from happening, or to find the solution that others aren't seeing.

The hard part for many leaders is that the issue isn't how they respond in the situation. It's how their team predicts they are going to respond, based on how they've responded to previous situations.

That's why it's crucial that they need to be consistent and thoughtful in their responses every single time - not on a case-by-case basis.

09/24/2026

For more than a century, we've known that high performers don't always make the best leaders. What made them successful as smart, thoughtful workers doesn't necessarily translate into guiding others to find success.

Yet the problem is still present in nearly every organization.

The reality is that most companies aren't going to stop promoting their high performers into leadership. And there are good reasons for that.

They still need leaders who understand the work.
They risk losing high performers if they don't offer the promotions.
And above all, it's still really challenging to predict how well a person will lead before they are in the role. Even the most rigorous selection processes can't fully solve that.

But companies CAN be far more intentional in how they build a foundation of emotional intelligence after leaders are already in the role.

And that can make the difference in making sure that high performer succeeds as a leader, rather than wishing they could go back to an individual contributor role.

09/23/2026

Just one difficult coworker can drain the energy and motivation of an entire team.

GCheck recently surveyed 1,500 US workers and found that exposure to a single difficult colleague creates a measurable change in the people around them.

They reported more dread about the workday, shorter tempers, more cynicism, less trust in coworkers, and lower motivation.

Yet in 61% of cases, the difficult colleague faced no consequences. Nearly one in four were actually rewarded, promoted, or protected.

So what happened to everyone else?

When the difficult colleague was rewarded or protected, 40% of workers quit before that person did. When the colleague was removed, only 10% did.

Among those who stayed, many started acting like the person they were trying to cope with. 62% said they picked up at least one of the colleague's behaviors.

The takeaway is the power of emotional intelligence.

First, managers need to recognize when negative emotional energy is clouding the team's performance, and address the conflict with high EQ.

Second, emotions are contagious on a team, especially negative ones. Left unaddressed, they become the lens through which everything else happens. Every change, every challenge, every performance metric becomes filtered through that negative lens.

This is why building EQ lives at the center of team performance.

09/22/2026

Is AI taking the heat for employee concerns?

Fascinating new research from Amy Edmondson and Jayshree Seth published in Harvard Business Review dives into how workers use AI as a proxy for their own concerns when they lack psychological safety.

The researchers found that employees are leveraging the perceived neutrality of AI as a way to surface their concerns if they don’t feel safe to share their real thoughts.

And it’s taking many leaders by surprise.

The important thing is that leaders aren’t reacting in the moment as AI seems to challenge their authority. Rather, they need to be proactive in a few key ways.

One is by intentionally expanding their perception of the situation before making the decision, inviting AI to offer critique and ask the hard questions that their teams might ask.

The second is to recognize that if you’re seeing anonymous AI concerns coming up often or your team often using AI findings as a way to discuss concerns, you might not be building the trust needed for psychological safety.

Have you seen this happen in your organization? Or, has it happened to you?

09/11/2026

How precise are you in naming your emotions at work?

As Ryan Heinl explained in our recent webinar, it makes a huge difference whether a leader defaults to broad terms to name emotions vs. refining exactly what someone is feeling.

09/03/2026

There's a world of difference between training people to imitate what it looks like to have high EQ, and training EQ as a foundational way of thinking and responding.

08/26/2026

Emotional intelligence is a contagious skill that has far-reaching impact on others.

In a recent study of 25 managers and their teams, researchers found that how the leaders managed their emotions had a significant impact on their employees' performance and work experience.

This compounding effect is crucial for L&D teams who are building the business case for leadership development programs, especially against budgets that are already stretched thin.

08/20/2026

High-performing leaders are often hard on themselves. But self-compassion is a crucial skill that they need to master, especially when they are dealing with constant change and ambiguity.

The key is that self-compassion does not mean avoiding accountability. Rather, it's the ability to move past a failure or mistake without negative emotions holding you back.

08/17/2026

Companies keep investing in AI tools. But few invest in the conditions that let people actually use them.

Psychological safety is one of the most crucial conditions for success.

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