The EQ Institute partners with senior leaders and leadership teams at the points where leadership matters most.
EQI works close to the realities of the business, supporting leaders and teams as they navigate complexity, transition, growth and the demands of leading over time.
The EQ Institute is a boutique leadership practice working with senior leaders and executive teams across sectors, geographies and organisational contexts, with experience spanning six continents. It is led by Craig Henen, whose work over more than 25 years has included coaching, facilitation and leadership development within organisations such as Element Six, LyondellBasell, Philip Morris International, Naspers, Investec, Barclays and Yum! Brands.
The work is bespoke, the relationships are long-term, and EQI is deliberately small.
An established bench of senior associates extends the practice’s depth and reach, bringing a coherent approach and additional capacity to larger coaching, facilitation and leadership processes.
The moments that bring leaders to EQI tend to look like one of these.
A leader is performing well by every external measure, and yet carries a private awareness that something in how they lead, or who they are in the role, needs to change. There is no obvious crisis. There is simply a question that will not go away.
A leader steps into a role that asks more of them than their previous success required: more scale, more visibility, more complexity, and a different relationship to authority.
An executive team is made up of capable individuals, but the team has not yet become a coherent leadership system. The work is about how the group leads together.
A senior leader is navigating complexity that has no technical solution: stakeholder conflict, cultural resistance, or decisions where every option carries cost.
An organisation reaches a point of change where the leadership layer needs to carry more weight: a transition, a shift in strategic direction, or a moment where the business needs its leaders to grow faster than familiar ways of working allow.
If one of these moments feels familiar, the place to start is a conversation.
That conversation is not a commitment to a defined piece of work. It is a way to understand the situation, sense whether there is a good fit, and begin to see what kind of support may be most useful.
Start a conversation