Inside the Study: What EQ Data Revealed About Security Pros

For this article, I wanted to come back to emotional intelligence and some of the results of my study. Although, emotional intelligence is not the only factor that shapes resilience and performance under pressure, a part of the data collection, EQ scores showed, in several areas, big differences between those who had received coaching and those who had not.

What the Study Found

As part of my research on burnout and the impact of executive coaching in the security workforce, all participants completed a valid and reliable psychometric assessment, the EQ-i 2.0®. I compared two groups:

1. Those who had received coaching
2. Those who had never received coaching

As I mentioned in a previous article, the coached group scored higher in overall EQ. I’ve also explained previously that across both groups, the Social Responsibility subscale ranked highest, reflecting a strong, shared commitment to protecting their organizations. And the Optimism subscale ranked lowest, which I interpret to be a potential red flag for long-term resilience.

Why This Matters

Emotional intelligence is just one piece of the puzzle. Unquestionably, burnout in cybersecurity (and in many other professions) is influenced by many interconnected and complex factors including workload demands, leadership style, organizational culture, access to support, and role expectations.

In my study, the higher EQ scores found in coached participants suggests that it may help people respond to stress and sustain performance. It can support other resilience factors by influencing:

• How people regulate stress during high-pressure moments
• The degree to which people will internalize or externalize in high crisis situations
• When and if people turn into collaborators or turncoats when tensions run high
• Clear thinking and accurate decision-making in time-sensitive scenarios

While EQ is not the only variable influencing how people show up in stressful environments, it may serve as one protective layer within a broader system of supports leaders can build for their teams. But as the study results reveal that layer may have a level of fragility, and nowhere is this more evident than in the whole group’s scores on the Optimism subscale.

The Optimism Gap

The consistently low optimism scores across both groups are worth noting. Without a sense of hope and possibility, even high performers may find it difficult to recover from setbacks and maintain their capacity over time. Hope can be tied to efficacy, future-forwardness, and ability to bounce back in the face of adversity (among many many more influencing factors). This is not about blind or toxic positivity. It is about building the psychological resilience based in reality, potential options, and a belief that things can change for the better, which is needed to keep going in difficult environments.

What Leaders Need to Consider

Undoubtedly, reducing the risk of burnout in the security profession is complex, and it requires deliberate and thoughtful approaches. Based on what the study revealed, here are some possible ideas:

1. Integrate EQ skill-building into role development Offer targeted support or training focused on stress regulation, perspective-taking, and decision-making under pressure. I know it may be easier said than done, but in the absence of resources, at least ensure you have a regular check-in on the front-line people… and even when things are going well.
2. Address the optimism gap directly And on the same point…even when things are going well: share progress, acknowledge and celebrate wins, with authenticity and real impact. A clear line of sight into one’s impact might counteract cynicism and disengagement.
3. Pay attention to possible hidden burnout drivers Look for practices that isolate teams, muzzle dissent, or silently reward overwork. Replace them with collaborative efforts and check-ins that encourage workload sharing and boundary-setting. If people feel they have options or resources, it helps ‘lighten’ the pressure. 
4. Replace generic supports with tailored ones Avoid dependency on one-size-fits-all wellness programs for interventions that address the specific pressures and complexity of cybersecurity work: turn to other tailored solutions like peer mentoring and (yes) coaching.
5. Model the behaviours you want to see Modeling healthy and assertive boundary-setting, being open about your use of support resources, and authentically sharing how you recover from setbacks creates permission for their teams to do the same. Think about how you show up as a leader. 

And remember, this isn’t a set-it-and-forget-it checklist. Good leaders know that teams change, dynamics change, people change because life happens outside of work too. High performers may also be good at masking some of their darker thoughts and beliefs. So, making security team well-being, in whatever form it takes, as part of your leadership practice could mean the difference between burnout taking root and resilience taking hold.

Over to you: How is your organization helping to build conditions or provide resources to protect your security pros from burnout?

#Cybersecurity, #ExecutiveCoaching, #Burnout, #Resilience, #Research

EQ-i 2.0® is a registered trademark of Multi-Health Systems Inc