Others measure engagement. Some run workshops. We're the only ones who do both — moving emotional culture and measuring what changes. Here's what the data shows.
Combined results from three ECD facilitators across three organisations and two continents. 31 participants rated their experience of emotional culture at work after ECD sessions.
Emotional Culture work lands — and people want more. Across three very different organisations, 76% of participants are satisfied with their ECD work and 75% want to continue. The data shows that trust and care are building, but the harder skills — sharing difficult emotions and speaking up about wellbeing — still need more time and safety to grow.
Participants self-reported how key aspects of their work and team experience changed. Food & Beverage · 35 employees.
Psychological safety moved most. When teams build emotional literacy and leaders create permission to express feelings, connection and trust follow. The ECD work produced measurable shifts across every dimension measured.
A brand-new multi-region team across three continents. One ECD workshop to map desired emotional culture and stakeholder experience, then six weekly retros with behaviour experiments.
When teams map both how they want to feel internally and how they want stakeholders to feel, culture change accelerates. Tracking emotions weekly made the culture visible, adjustable, and owned by the team.
A field experiment examining how ECD workshops impact employee engagement and collaboration. Pre and post measurements across 16 participants.
Naming emotions — positive and negative — is a learnable skill. After the programme, participants labelled both positive and negative emotions significantly more. Voice, engagement, and leader emotional support all increased, while job demands fell. The biggest shift was in emotional expression itself.
A cross-sector field study exploring the conditions that enable employees to voice concerns about their wellbeing — and the role of Emotional Culture work in creating those conditions.
The desire to speak up is there — but the conditions aren't always. While 71% of participants are actively engaged and 75% value their ECD work, only 43% regularly voice concerns about wellbeing. Psychological safety and manager emotional support are the critical unlocks — and they're the areas with the most room to grow.
The Unspoken Conversations Workshop tested whether naming and sharing an emotion before raising a concern with a leader changed the quality of the conversation — and the relationship itself.
Named their emotion on an ECD card and shared it aloud with their leader before raising a concern.
Named their emotion on an ECD card but kept it private — did not share it with their leader.