Consulting Founder Crystal Sittser Calls for Power‑Based Rethink of Emotional Intelligence

Why It Matters

Sittser’s emphasis on power dynamics reframes the leadership conversation from personal traits to relational leverage, a shift that could redefine how organizations assess and develop talent. By linking EQ to measurable influence, firms gain a clearer pathway to improve retention, productivity and innovation—outcomes that directly affect bottom‑line performance. The approach also challenges existing leadership‑development vendors to expand their curricula beyond self‑reflection exercises. If adopted at scale, the Power Dial could become a new competency metric, influencing executive compensation structures, board evaluations and even regulatory expectations around workplace culture and psychological safety.

Key Takeaways

• Crystal Sittser introduced a "Power Dial" framework at the LOSD Skills Live Show 2026 in Oxford
• She highlighted the distinction between "actual power" and "perceived power" as central to emotional intelligence
• Sittser cited a nine‑year FP&A tenure with zero unwanted staff turnover as evidence of her approach
• The event gathered participants from more than 45 countries and featured 51 speakers
• Propelled Consulting now offers Power Dial workshops to CFOs and corporate leaders

Pulse Analysis

Sittser’s proposition arrives at a moment when traditional EQ assessments are being questioned for their limited impact on organizational outcomes. Companies have poured billions into employee engagement platforms, yet turnover and burnout rates remain stubbornly high. By foregrounding power as a measurable lever, Sittser offers a pragmatic alternative that aligns leadership behaviour with quantifiable business metrics.

Historically, leadership development has oscillated between charismatic‑leadership models and the more recent emphasis on empathy and self‑awareness. Sittser’s framework bridges these paradigms, suggesting that influence is not an innate trait but a skill that can be dialed up or down. This perspective could catalyze a new wave of data‑driven leadership tools—similar to how sales enablement platforms evolved from intuition‑based coaching to AI‑powered performance dashboards.

If the Power Dial gains traction, we may see a re‑calibration of executive compensation tied to influence‑related KPIs such as cross‑functional collaboration scores or employee‑perceived fairness indices. Moreover, HR tech firms will likely race to embed power‑mapping analytics into their suites, creating a niche market for “influence intelligence.” The real test will be whether organizations can translate Sittser’s concepts into scalable practices without reverting to the same soft‑skill platitudes that have limited past EQ initiatives. The next six months—marked by the anticipated publication of her detailed framework—will reveal whether power‑centric EQ can move from thought leadership to a core component of corporate governance.