How RELEX leaders strengthened their emotional intelligence through the Emergy® LEADER program
Client: RELEX Solutions
Training: Emergy® LEADER
Goal: Strengthening emotional intelligence in leadership
When RELEX Solutions leaders Kristina Rupprecht, Manager Consultant, and Shweta Chandla, Engineering Manager, joined the Emergy® LEADER program in autumn 2024, they were eager to strengthen their leadership skills and discover new ways to support their teams. Both were still relatively early in their people leadership journeys, and soon realized the program offered not only practical tools but also timely support during a period of organizational change.
Discovering a new way to lead people
For Chandla, originally from India and living in Finland since 2003, joining the program felt like a natural step – her own manager had completed the training and encouraged her to take part.
RELEX Solutions
“It felt like this is something I would definitely want to participate in,” she recalls.
She saw the program as a chance to gain concrete tools she could apply straight away in her daily work.
Rupprecht, based in Germany and leading a consulting team in supply chain management, approached the training from a different starting point.
“I’ve always been quite logical, not really an emotional person,” she explains. “But through life experience, I’ve become more in touch with my emotions. Still, I’m a very solution-driven person – I want to solve everything for everybody.”
Already after the first session, she noticed a shift:
“It gave me insights and practical tips right from the start. It awakened curiosity and motivation.”
The sessions opened up a way of leading that balances logic with empathy – something both leaders found valuable.
A supportive space for sharing during organizational change
As changes unfolded within RELEX, the timing of the training proved ideal.
“It was good to have the training around that time,” Rupprecht says. “It gave us space to sit back, reflect, and talk about what we were experiencing. It was comforting to see that everyone was going through similar struggles.”
The program provided a safe, steady environment for sharing experiences and making sense of real-life leadership challenges – from development discussions to difficult feedback.
The practical tools were put to use immediately:
“We used the tools right away,” Rupprecht notes. “Especially when giving feedback or talking about expectations. I learned to really listen – not just react.”
For Chandla, who faced personal challenges during the same period, the training became a source of support and grounding.
“It reminded me of the importance of recovery and gave me support even for my personal life. The flexibility of the program made it possible to stay engaged even when I had to be away for a few sessions.”
Learning and growing through connection
Both leaders highlighted the program’s combination of flexibility, interaction, and meaningful human connection.
Chandla especially appreciated the digital materials:
“The online materials were clear and easy to revisit. I’ve reviewed them many, many times – and I always learn something new!”
Her personal favourite was the 7-set model of psychological needs, which she later introduced to her own team because of its universality and practicality.
Rupprecht emphasized the importance of learning together:
“The trainer was fantastic – calm, engaging, and authentic. The sessions encouraged us to share experiences and connect with each other. Even the breakout rooms felt meaningful. It showed us how valuable real face-to-face human interaction is, even in a digital setting.”
Both leaders also highlighted the study buddy experience.
Rupprecht was paired with a colleague from another region:
“We shared our experiences openly and even decided to stay in touch after the program. It was so helpful to have someone neutral to reflect with.”
Chandla had a similar experience:
“We realized we were in the same boat. It felt special to connect that way – otherwise, we probably would never have met since we work in different functions.”
From self-reflection to real change
The impact of the training soon became visible in their everyday leadership. Rupprecht proudly notes that her team’s management score improved – even during a time of transition.
“I’ve become better at listening and giving people space. It’s easier now to discuss expectations – both mine and theirs. And I try to recognize what motivates each individual.”
She also learned to bring more presence and calm into interactions:
“Even on tough days, I try to say, ‘Let’s take a breath and continue.’ I want to be reachable and reliable.”
One of her biggest realizations was that people often don’t need immediate solutions:
“Before, I used to jump straight into fixing things. Now I understand that sometimes people just want to be heard first.”
For Chandla, the training deepened her awareness of emotional dynamics at work:
“It helped me understand the emotional climate and how leaders can influence it. Managing your own emotions is just as important as understanding others’.”
She believes emotional skills are essential for building psychological safety and trust:
“Holding on to positivity and focusing on recovery really makes a difference.”
Building a more emotionally intelligent workplace
Both leaders agree that emotional intelligence training benefits entire organizations –especially those experiencing rapid growth and change.
“When you’re evolving as a company, there’s a lot of change,” Rupprecht reflects. “People naturally feel uncertain. If leaders communicate with empathy and truly listen, adapting becomes so much easier.”
Through Emergy® LEADER, both Rupprecht and Chandla discovered that effective leadership isn’t just about solutions or processes – it’s about human connection, presence, and trust. And in times of transition, those may be the most powerful leadership tools of all.
Learn more about the Emergy® LEADER training program here!
