It all starts, of course, with the most familiar use case: attracting the right person for each role. Several years ago, a leader we’ll call Steve was a finalist candidate in a CEO search for a large logistics company. He was clearly brilliant. He had unusually high business analytic skills, an incredible drive for results, and an impressively well-balanced appetite for risk, and he was particularly strong in his ability to disrupt and lead innovation consistently and productively. But his social intelligence was underdeveloped. It wasn’t that he had a particularly large ego; indeed, he demonstrated self-awareness and empathy. He had simply never applied his mind to how best to approach working with and through others by influence and how to develop his stakeholder map strategically. He managed his team well but was less good at building constructive, productive relationships with his peers, his line manager, and other stakeholders.