For federal contractors in 2025, the landscape has been anything but stable. Budget cuts, shifting agency mandates, and a recent government shutdown have tested every leader’s ability to stay composed under pressure. In such an environment, technical expertise alone isn’t enough. What truly sustains federal teams today is emotional intelligence (EQ)—the ability to lead with empathy, self-awareness, and composure.

One organization leading this transformation is The Building People, a Leesburg, Virginia–based federal contracting firm with over 450 employees. Rooted in the philosophy of “smarter buildings, smarter people, smarter solutions,” the company has built a culture that blends innovation, human performance, and emotional awareness. Its leadership demonstrates how emotional intelligence in federal contracting can turn complexity into clarity—and stress into strength.

Emotional Intelligence at The Building People: A Leadership Model

For Saima Malik, Senior Vice President of Human Capital and Chief Human Capital Officer at The Building People, emotional intelligence is more than a buzzword—it’s a leadership tool. Malik’s journey with EQ began after attending a workshop by Dr. Travis Bradberry, where she realized that much of her professional success was rooted in managing emotions with intention.

“When you’re trying to make your point,” Malik explains, “you’ve got to pause, listen to your audience, and put logic over emotion to get your message across.” That simple insight became the foundation of The Building People’s people strategy. Today, emotional intelligence is embedded in company policies, leadership training, and everyday communication.

Her approach has helped managers navigate tense conversations with clients, maintain trust during shifting workloads, and foster collaboration across technical and administrative teams—skills that have become indispensable in the high-pressure world of federal contracting.

EQ in Action: Assessments, Training, and Leadership Conversations

Developing emotional intelligence at The Building People begins with a data-driven approach. Each employee completes a Predictive Index assessment that measures four behavioral drives—Dominance, Extraversion, Patience, and Formality. This insight helps teams understand their natural tendencies, manage conflict, and adapt leadership styles.

Beyond assessments, the company hosts a monthly Manager Series where leaders discuss real-world challenges such as contract uncertainty or agency shutdowns. These sessions encourage reflection, empathy, and shared problem-solving—core pillars of emotionally intelligent leadership. Malik describes it as “learning through dialogue,” where managers strengthen their ability to connect EQ concepts to operational performance.

The result? A workplace culture that values awareness as much as achievement—showing that emotional intelligence can directly improve productivity, morale, and resilience in government contracting.

Building Resilience Through Emotional Intelligence

For Malik, resilience and emotional intelligence go hand in hand. Instead of ignoring stress or uncertainty, she encourages leaders to acknowledge emotions and respond constructively. “Have those feelings, process those feelings,” she says. “It’s what you do next that really makes a difference.”

Her forward-focused mindset echoes throughout The Building People’s culture: setbacks are opportunities to strengthen relationships, clarify priorities, and grow. CEO Lawrence Melton reinforces this philosophy, reminding teams that success isn’t just about winning contracts—it’s about building long-term trust with clients and colleagues alike.

By embedding EQ into every layer of leadership, The Building People has become a model for how federal contractors can adapt, grow, and thrive in uncertain times. Emotional intelligence isn’t just a soft skill—it’s a survival strategy for the federal workforce of the future.