According to Forbes, PPG Industries—one of the world’s largest paint and coatings manufacturers with over 44,000 employees across 70 countries—has made emotional intelligence a core part of its leadership DNA. Under Dr. Christine Boring, Global Head of Leadership Development, the company embedded EQ as a foundational competency for every employee, from frontline supervisors to executives. Their “Leader as Coach” program spans nine months and uses cohort-based learning with EQ assessments and internal coaching. The shift comes as research at manufacturers like Honeywell and Motorola shows emotional intelligence training produces measurable gains in productivity, safety, and employee retention. At PPG, leadership development now begins with a mindset shift that balances technical expertise with human skills.
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<h2 id="manufacturing-evolution”>The manufacturing evolution is real
Here’s the thing: we’ve been talking about the shift from technical skills to human skills for years, but PPG’s approach shows what it actually looks like at scale. When a company with 44,000 employees starts treating emotional intelligence as seriously as quality control, you know something fundamental is changing. Automation and AI are handling more of the technical work, so what’s left for humans? Basically, all the stuff that makes us human—empathy, communication, self-awareness.
And let’s be honest, manufacturing has traditionally been about processes and precision. But now the competitive advantage isn’t just making things efficiently—it’s creating environments where people actually want to work. Retention matters. Safety matters. And apparently, emotional intelligence drives both.
The coaching revolution isn’t what you think
PPG’s “Leader as Coach” program fascinates me because it’s not about turning managers into therapists. It’s about practical skills: helping people understand themselves, managing impulses, and creating space between emotion and action. Dr. Boring’s philosophy of “respond, don’t react” sounds simple, but in high-pressure manufacturing environments? That’s everything.
Think about it—when equipment fails or production deadlines loom, the difference between a reactive manager and one who pauses to reframe the situation could mean the difference between shutting down a line and finding a creative solution. Emotional intelligence becomes a practical tool, not some abstract concept.
Where this is all heading
So what does this mean for the future of manufacturing leadership? I think we’re seeing the beginning of a fundamental redefinition of what makes a good leader in technical industries. The research backing emotional intelligence keeps growing, and companies like PPG are proving it works at scale.
Here’s my prediction: within five years, emotional intelligence assessments will be as common in manufacturing leadership development as technical competency tests. And the companies that get this right will have a serious advantage in retaining talent. Because let’s face it—people don’t leave companies, they leave managers. Emotional intelligence might be the secret to keeping them.
The really interesting part? This isn’t just about making workplaces nicer. As PPG’s own automation initiatives show, the technical side keeps advancing. But the human side? That’s becoming the differentiator. Emotional intelligence might just be the ultimate competitive advantage in an increasingly automated world.
