Build Self-Aware, Empathetic and Effective Workplace Behaviour
Emotional intelligence training is behaviour training in noticing and handling emotion at work: your own reaction before it becomes visible, other people's feelings behind what they say, and the difficult moments in between. GullyHR designs it around real emotional moments from your workplace, collected and de-identified, and has participants rehearse them with feedback.
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Share your requirementsEmotional Intelligence in brief
Emotional intelligence training is behaviour training in noticing and handling emotion at work: your own reaction before it becomes a reply, and someone else's before it becomes a problem. It covers self-awareness, self-management under pressure, empathy, reading a room, repairing a working relationship after a bad exchange, and staying effective through a demanding period.
- GullyHR is an HR consulting, HR services, training and software company based in Bengaluru, working with Indian startups and small and medium businesses.
- This page covers one training programme: emotional intelligence at work, for employees and managers whose reactions under pressure shape how the people around them behave.
- The programme is built from real workplace moments, a heated exchange, a complaint that escalated, a review that went badly, gathered and de-identified before the session.
- Participants leave with techniques for managing their own reactions, a way of reading others more accurately, and an action plan naming their own recurring triggers.
- What is said in the room stays in the room. Duration and cohort size are scoped at the needs discussion.
The starting point
Do Your Managers' Reactions Decide What Their Teams Tell Them?
Teams adjust to the emotional weather of their manager. When reactions are visible and sharp, people quietly stop bringing bad news, and the manager is the last to hear. The cost is rarely a single incident; it is information that stops arriving.
We build the habit of noticing a reaction and choosing a response, practised on your own moments.
You may be experiencing:
- A manager's reaction to bad news showing on their face first, with the team adjusting what it reports.
- A difficult customer call ending with your employee matching the customer's tone instead of lowering it.
- Feedback landing as a personal attack even when carefully worded, because the moment or tone was wrong.
- One person's stress spilling onto everyone around them, with nobody raising it because it feels too personal.
- A senior colleague treating every disagreement as a challenge to authority, so people simply agree.
- An escalation worsening because whoever took it went defensive instead of acknowledging the other side.
- A team under visible pressure at a peak turning on each other rather than closing ranks.
- A good performer leaving, with feedback about a manager's temper surfacing only at the exit interview.
- A meeting where one sharp remark ends the discussion and the rest of the room stops offering ideas.
- An email written in the heat of a moment and regretted by evening, with a working relationship to repair the next day.
- A colleague described as brilliant but difficult, with nobody sure how to raise it.
What we can help with
What the Programme Covers
Self-Awareness
Recognising an emotional reaction as it starts rather than after it has landed, since you cannot manage a reaction you have not noticed.
Self-Management
Practical techniques for creating a gap between the feeling and the reply under pressure, so a response is chosen instead of defaulted to.
Empathy
Reading what a colleague or customer is actually feeling behind what they say, treating empathy as understanding rather than agreement.
Regulation
Staying level in a heated exchange, taking the temperature down and keeping a difficult moment from becoming a worse one.
Social Awareness
Picking up team mood, tension between colleagues and how a message is landing, so a room is read before a report is.
Relationship Management
Repairing a working relationship after a difficult exchange, and giving and receiving feedback with attention to the moment, so relationships are managed rather than merely maintained.
Stress Under Pressure
Recognising personal stress signals early and using a practical method to reset, because pressure reveals whatever habits were already in place.
Practice on Real Moments
Participants rehearse a difficult exchange, such as de-escalating a customer or staying level in a disagreement, with feedback on how it came across.
The scope
Topics in Detail
These are the topics the sessions can work through, in plain terms. The needs discussion decides which are used and in what depth for your group.
Naming What You Feel
Finding precise words for a reaction, such as frustrated, anxious or dismissed, because a named feeling is easier to manage than a vague one.
Personal Triggers
Spotting the situations, people and phrases that tend to provoke you, and the early signs in body and mind that a reaction has started.
The Pause
Short, practical ways to put a gap before replying, in a meeting, on a call or in writing.
Choosing a Response
Deciding what you want from an exchange before you answer, instead of reacting to the last thing said.
Listening for Feeling
Hearing the emotion behind the words and checking it with a question before responding.
Acknowledging Without Agreeing
Phrases that recognise another person's frustration without conceding the point in dispute.
Receiving Criticism
Taking in a hard comment without defending, withdrawing or hitting back, and deciding afterwards what is useful in it.
Reading Group Mood
Noticing tension, withdrawal or fatigue in a team, and choosing when and how to name it.
Difficult Messages in Writing
Email and chat messages sent under pressure, and a habit of checking tone before pressing send.
Repair After a Bad Exchange
Going back to a colleague or customer after a poor moment, owning your part and restoring a workable relationship.
Resetting Between Moments
Quick methods to reset between one demanding conversation and the next, so one does not carry into the other.
Working together
Ways to Work With Us
Single Workshop
One cohort built around a specific pattern: a management team, a customer-facing desk or a team under visible strain.
Manager-Focused Programme
Weighted towards emotionally intelligent leadership, for managers whose reactions decide how much, and how honestly, their team tells them.
Customer-Facing Team Programme
Weighted towards empathy, regulation and responding under pressure, for desks that take complaints and escalations.
Learning Journey With Reinforcement
The workshop followed by a check-in after an interval you set, where participants talk about what happened when they tried it.
What participants share about their own reactions stays in the room. Managers receive a note on what to support, never on what individuals disclosed.
The deliverables
What You Receive
Depending on the scope of your engagement, deliverables can include:
- A participant workbook covering self-awareness, self-management, empathy, regulation, social awareness, relationships and stress.
- An emotional habits self-assessment, issued before the programme and again afterwards.
- Practice material built from real, de-identified workplace situations.
- A personal technique set for creating the gap between a feeling and a reaction under pressure.
- An individual action plan naming each participant's own recurring triggers and planned response.
- A manager briefing note on what to look for, without disclosing what participants shared.
- A pre- and post-programme comparison and a participant feedback summary.
- A certificate of participation for each attendee, where you want one.
- A session plan and list of practice scenarios for your sign-off before anything is scheduled.
- A one-page reset card of pause and response prompts, for use at the desk or on a call.
Step by step
How We Work
Locate the Problem
A conversation with you about where reactions under pressure have caused a visible problem, whether with customers, within a team or between a manager and their people. Real moments are then collected and de-identified.
Take a Self-Assessment
Participants complete a short assessment of their own emotional habits before the programme. It is theirs to see, and it gives a point to compare against afterwards.
Design and Sign Off
Modules are selected from the eight above and sequenced for the cohort. You approve the design before anything is scheduled.
Practise the Triggers
Brief input on a concept, then practice. Participants work on their own recurring triggers and rehearse a difficult exchange, taking feedback on how it landed.
Plan, Support and Review
Each participant names their triggers and the response they will practise. Where appropriate their manager gets a short supporting note, and a follow-up session reviews what happened. Where it is included in the engagement, a pilot session with a small group is run first and the design is refined from what those participants found.
The difference
What Steadier Reactions Give You
An emotional intelligence programme helps your people:
We do not promise outcomes. We record a baseline before work starts, covering participants' starting self-assessment and the situations where reactions have caused difficulty, and report against it, so you can see what changed and what did not.
- Notice their own reaction before it reaches their face or their tone, and choose a response.
- Calm difficult customer conversations more often than they match them.
- Have feedback heard as intended, because it is given with attention to the moment and tone.
- Raise and deal with stress inside a team before it spreads.
- Recover a working relationship faster after a bad exchange, using a practised way to repair it.
- Bring bad news to a manager sooner, because the reaction no longer costs the person bringing it.
- Hold a disagreement in a meeting without it turning personal or ending the discussion.
- Check the tone of a message sent under pressure before it goes out.
- Take in criticism without defending straight away, so the useful part can be heard.
- Return to a colleague after a poor exchange and restore a workable relationship.
Find your fit
Who This Programme Is For
Managers Whose Reactions Set the Tone
Managers whose visible reactions under pressure decide how much, and how honestly, their team tells them.
Customer-Facing Employees
Staff who handle complaints, escalations and difficult conversations as a regular part of the job.
Teams Under Sustained Pressure
Groups facing a seasonal peak, a demanding client or a turnaround, where stress has started to show in how people treat each other.
Employees Given Feedback on Manner
People who have been told their manner with colleagues or reactions under pressure need attention.
Businesses Building a Manager Layer
Growing companies where emotional regulation is as much a requirement of the role as any technical skill.
Companies After an Incident
Businesses where a public argument, an escalation that turned personal or a resignation prompted the enquiry.
HR and Support Leads
People who handle grievances, escalations and sensitive conversations, and need to stay level while others are not.
Teams With Heated Deadlines
Groups where disagreements about quality or timelines run hot, and nobody has been shown how to hold a heated exchange.
Good to know
How the Programme Runs
Before the sessions
- Needs analysis: a conversation with you about where reactions under pressure have caused a visible problem, and a collection of real moments from your workplace, de-identified.
- Design around your roles: modules chosen from the topics above, with practice moments written from what we collected, for the cohort you name.
During and after the sessions
- Delivery: short input on one idea at a time, in the format agreed with you.
- Practice: participants rehearse a difficult exchange in pairs or small groups and receive feedback on how it came across.
- Follow-up: individual action plans, a short note for managers on what was practised, and a review session where it is included in the engagement.
Nothing is scheduled until you have approved the design.
Good to know
How We Check It Is Working
During and straight after
- Self-assessment movement: how participants see their own reaction habits before and after, as their view and not a test result.
- Participant feedback: which exercises helped and which did not.
In the weeks that follow
- Action plan follow-through: whether participants report using their planned response when a trigger arrived.
- Situations raised: which kinds of moments participants bring, which helps you see where pressure concentrates.
- Manager observations: what supervisors notice, collected carefully, because much of the practice is internal and not visible from outside.
Measures are agreed beforehand. We report what moved and what did not, and we do not claim a programme changed anyone's behaviour.
Good to know
Format and Boundaries
Each programme defines
The audience, group size, delivery format and duration, agreed with you in writing after the needs discussion. On-site, online and mixed formats are all possible.
Requires a separate agreement
- Individual coaching for a participant beyond the programme sessions.
- Formal assessments or psychometric instruments, which are scoped and licensed separately.
- Certification or accreditation through an external body. A certificate of participation, where you want one, is a company training record.
- Licensed third-party content or tools.
- Travel, venue and equipment arrangements.
This is workplace behaviour training. It is not therapy or counselling, and a specific conduct issue belongs in your own performance or disciplinary process.
Good to know
What We Need From You
What we ask you to share
- The roles and approximate number of people who would attend.
- Examples from your work of moments that went badly, such as a complaint call, a review or an escalation, with names removed.
- Any recent incident that prompted the enquiry, shared at the level of detail you are comfortable with.
Sponsor and manager involvement
A named sponsor approves the design and the measures. Managers of participants are briefed on what was practised and asked to support the action plans in their one-to-ones, so the practice is not left in the room.
Good to know
Participant Information
Handled by agreement
Before work begins we agree what information is collected about participants and moments from your workplace, who may see it, how it is stored and when it is deleted.
Self-assessments and disclosures
A participant's self-assessment is theirs to see. Managers receive a note on the topics practised and what to support, and we report results for the group rather than for named individuals unless a participant agrees otherwise.
Good to know
Frequently asked questions
Self-awareness, self-management, empathy, regulation, social awareness, relationship management and handling stress under pressure, practised on real moments from your workplace. The weighting depends on whether the cohort is managers, a customer-facing desk or a team under strain.
Yes. The practice material is built from real moments collected in your business and de-identified: a review that went badly, a complaint call, an escalation that turned personal. Participants rehearse what they actually face.
No. It is practical workplace behaviour training: noticing a reaction, creating a gap before replying and handling a difficult exchange. It is not a substitute for counselling, and where a participant needs more support, we say so and suggest they seek it.
No. Participants work on their own recurring triggers at a level they choose, and nothing disclosed in the room is passed to managers. The manager note covers what the cohort practised and how to support it, never what individuals said.
The behaviours can be practised: noticing a reaction, pausing, asking a question before replying, repairing after a bad exchange. Whether that changes a person's underlying temperament is not something we claim. What we work on is what they do in the moment.
Yes, and the reinforcement session suits online particularly well. For the observed practice, a room is usually stronger, so many businesses run the core session on site and the follow-up remotely.
With the before and after self-assessment, participant feedback, individual action plans and what managers observe. We report what moved and what did not, and we do not promise outcomes. Behaviour change shows in how people respond when the next difficult moment arrives.
Yes, where you want one. Each attendee who completes the emotional intelligence programme receives a certificate of participation. It records that the person took part and finished, which is all it can honestly say, and it does not certify any measure of emotional intelligence.
After the needs discussion about where reactions have caused a problem. The proposal then states the modules, cohorts, format and follow-up, and it is agreed in writing before anything is scheduled, so you can see exactly what you are committing to and what is deliberately left out.
No. It is noticing your own reaction, reading what others feel and choosing a response that suits the situation, which sometimes means saying something firm. The programme practises doing that calmly.
Managers, customer-facing staff and teams under sustained pressure are the usual groups. Who attends is agreed after the needs discussion, and managers and their teams are often kept in separate cohorts so people can speak freely.
It can be, where deadlines, code reviews or quality disputes get heated. We use situations from your own technical work, so the practice does not feel like a general soft skills session.
It is designed for a cohort, not as a corrective measure for one person. A specific conduct issue is better handled through your performance or disciplinary process, with training alongside it.
Small enough that everyone takes part in the practice and gets feedback. The number is agreed with you once we know the group and the format.
Each participant leaves with an action plan naming their own triggers and planned response, and managers get a short note on what to support. A review session is added where it is included in the engagement.
Pricing depends on the number of participants and cohorts, the modules chosen, the delivery format and whether follow-up is included. Share your requirements and we will send a tailored proposal.
Put a Gap Between the Feeling and the Reply
Practise noticing a reaction, choosing a response and repairing a difficult exchange, on moments taken from your own workplace.
Prefer to talk first? Call +91 80958 58589 or write to hello@gullyhr.com.
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