E-Model: the Existential Model

Our beginnings

What do we mean by existential?

When we speak of the existential, we mean human existence as the condition of being alive and aware of it. We understand existence as the unfolding of human life through its history, including every experience, action and circumstance we face. Existence spans biological, psychological, social and cultural aspects, and human beings are unique in their ability to build their lives around a personal and social project they have chosen.

It is important to clarify that, although we use the term "existential", we do not subscribe to existentialism as a philosophical school. That school, developed in the 20th century, explored themes such as freedom, responsibility and the search for meaning in the absence of any intrinsic meaning in the world. While we share some of its points, we move away from certain aspects, such as existential pessimism, extreme individualism and philosophical abstraction.

For us, the existential implies an integrative and positive view of human life, centered on authenticity and purpose.

The three dimensions

Our model is based on three fundamental, essential dimensions of the human being that every person must attend to in order to live a full life: the effective dimension, the affective dimension and the perspective dimension. Each of these dimensions responds to basic needs that call for specific skills to be met, and when we meet them, they give us a valuable reward.

By integrating these dimensions into our lives, we develop a particular kind of intelligence, existential intelligence, which allows us to handle each aspect in an authentic and deeply human way.

Effective · Do

Effective dimension

This dimension responds to our basic needs for security and subsistence, such as access to food, clothing, shelter and health.

To meet these needs, we develop tactical and operational skills that allow us to achieve goals efficiently and responsibly.

At work, this dimension translates into monetary compensation, which gives us the freedom to choose how and where to live, and to build a life that fits us.

Affective · Feel

Affective dimension

Beyond the material, human beings need to feel good and to be part of a group, with meaningful bonds that bring us satisfaction and recognition.

To do so, we use emotional and relational skills, which help us manage our emotions and interact in healthy ways with others and with our environment.

At work, this dimension shows up as emotional compensation: the satisfaction we get from feeling valued and motivated.

Perspective · Think

Perspective dimension

Finally, to experience a fully human life, we need to feel that what we do makes sense and contributes to something bigger.

This requires strategic and cognitive skills that allow us to see beyond the immediate, to plan and to project our lives toward a purpose.

At work, this dimension shows up as transcendent compensation, when the work we do is meaningful to us and to others, giving us a sense of contribution and transcendence.

These three dimensions must be integrated for a fully human and authentic experience. Our approach is to develop these skills in each person so they can build a working and personal life they truly value and love, turning every aspect of their existence into something meaningful.

Human needs

Security

Security is a fundamental need that goes beyond basic survival. It means being certain that we have what is essential to thrive and develop fully. This need includes job stability, financial soundness and access to indispensable resources such as housing, clothing, food and medical care. Today, security also means having access to health insurance, quality education and technology, which have become essential components of a secure life.

This sense of security is the foundation that provides calm and stability, freeing us from immediate worries and allowing us to focus on our personal and social growth. It is the platform that builds the confidence to explore new opportunities and challenges.

Wellbeing and belonging

Wellbeing shows up in the experience of pleasure, in meaningful relationships and in the sense of belonging to a community. It is not just a superficial wish but a human need that supports our mental and emotional health. This feeling of wellbeing gives us identity and essential social support. In evolutionary terms, pleasure and wellbeing have served as signals that our choices favor survival and development, as when we enjoy nourishing food or strong social connections.

When we experience wellbeing in our activities, whether at work or in other areas of life, we feel more motivated and committed. This satisfaction is not only a powerful driver but also a spur to personal growth, leading us to seek new challenges and to keep learning.

The desire for wellbeing is intertwined with the need to belong, which means more than just being part of a group: it means feeling recognized and valued, knowing that our contribution matters. This connection strengthens our sense of identity and gives us security and support in times of change.

Fulfillment and contribution

Personal fulfillment goes hand in hand with contribution. We feel our actions have real meaning when they allow us to experience fulfillment and, at the same time, to have a positive impact on other people's lives. This desire to leave a mark, to make a difference, is what defines our need for contribution.

When we achieve fulfillment and know that our actions benefit others, we find a clear purpose that motivates and inspires us. This leads us to one of the deepest human desires: happiness. Fulfillment and contribution connect us with a sense of purpose that goes beyond the personal and enriches both our own lives and the lives of those around us.

Human skills

Tactical / Operational

One of the fundamental imperatives of human beings is to respond to the vital needs that ensure their subsistence, an imperative we call the essential need for security. To meet it, ever since the first human communities ventured out to hunt for food, human beings have had to cultivate an effective skill: the human capacity to carry out actions, tasks and responsibilities efficiently and effectively, in order to meet concrete needs.

The effective skill can be developed through the following actions:

• Setting clear, concrete and measurable goals: such as OKRs (Objectives and Key Results), which guide actions and provide a framework for assessing progress and success.
• Assigning roles and responsibilities: deciding who will do what, making sure each task is covered by someone with the right skills and knowledge.
• Analyzing priorities before starting to execute: assessing which tasks are most urgent or important and tackling them first, according to the needs of the business. This can be based on deadlines, potential impact or any other relevant criterion.
• Analyzing costs and feasibility: before starting any task or project, it is essential to assess the associated costs, whether financial or in terms of team capacity.
• Securing the basic, necessary resources: anticipating, identifying and obtaining all the resources (material, financial and human) that will be needed to carry out a task or a project.
• Organizing the tasks to be done: determining which tasks are needed, in what order they should be done and what resources they require. This also involves creating lists and schedules, and keeping records that document the process and the results.
• Managing time: using time effectively so that each task gets the attention it needs. This can include managing schedules and routines, setting deadlines and allocating specific time to particular tasks or goals.
• Reviewing performance regularly: identifying areas for change in good time and anticipating and mitigating potential risks, ensuring optimal performance over time.

Emotional / Relational

Unlike machines or robots, human beings have an innate need to find pleasure, motivation and satisfaction in what they do, pursuing individual wellbeing but also social connection in every action they undertake. Even in the most solitary tasks, our nature drives us to place ourselves in a social context.

We are constantly looking for a sense of belonging and a frame of reference that connects us with others, which reaffirms our gregarious nature and our need to be part of a collective, a "pack".

To meet this search for wellbeing and social connection, human beings need to deploy an intrinsically human skill: the affective and social skill. It is the capacity that allows them to relate to others, to understand them and be understood by them, and so to create bonds that strengthen their identity within a social fabric.

The affective skill is one of the most distinctive and essential capacities we have. It allows us to establish, maintain and understand interpersonal relationships, and to manage our own emotions and those of others. It includes empathy, which means being able to put ourselves in someone else's place to understand their feelings, perspectives and needs. In short, it is the cornerstone of genuine, deep relationships.

The affective skill is also essential to our survival and wellbeing. Since ancient times, our ability to cooperate and live in community has been an evolutionary advantage. In today's world, where interactions are more complex and diverse, this skill becomes even more crucial for our mental and emotional health, as well as for our success in many areas of life.

The affective skill gives us emotional regulation by allowing us to recognize, understand and manage our emotions, and to help others do the same. Without this skill, it is impossible to work as a team and collaborate with others, contributing to the group and recognizing the value of each person.

It is also fundamental to conflict resolution, which involves identifying disagreements, understanding the perspectives involved and finding mutually beneficial solutions. The affective skill gives us social adaptability, allowing us to adjust to different contexts and social groups, understanding and respecting their norms and dynamics.

It is the foundation for building healthy, meaningful interpersonal relationships grounded in trust, respect and reciprocity. It enables us to express our needs, wishes and boundaries clearly and respectfully, without attacking anyone or giving in, while also appreciating and validating other people's emotions and contributions.

We can see this skill developed in the following actions:

• Active listening: paying full attention to what someone is saying, without interrupting and without thinking about how to reply; it is the act of being truly present in a conversation.
• Expressing empathy: recognizing and validating another person's feelings, and being able to put yourself in their place, even without having gone through the same situation.
• Offering support: providing a steady presence or showing unconditional support to someone in difficult situations, through attentive listening, encouraging words or concrete help.
• Teamwork: cooperating with others toward a common goal, respecting the opinions and skills of each member of the group.
• Negotiation: seeking mutually beneficial solutions in situations of disagreement or conflict.
• Setting boundaries: communicating your own needs and limits clearly and respectfully in a relationship or situation.
• Celebrating other people's achievements: recognizing and congratulating someone for their achievements or good performance.
• Apologizing: acknowledging mistakes or misunderstandings and offering a sincere, timely apology.
• Adapting to different social contexts: adjusting your behavior to the person and the setting you are in; calibrating your own position in relation to others.
• Giving constructive feedback: offering feedback in a positive, useful way, focusing on how to improve rather than simply criticizing.
• Taking part in community activities: getting involved in events or projects that benefit the community, showing a sense of responsibility and connection with others.
• Recognizing emotions in others: being able to identify and understand other people's emotions through their words, tone of voice or body language.

Strategic / Meaning-making

For an activity to reach its fullest expression in human terms, it is not enough for it to be carried out effectively or to offer an adequate emotional reward. It is also essential that the person can give a transcendent meaning to what they do: what we do must resonate within us and so acquire a deep meaning that goes beyond the mere action.

This depth grows when what we do is not only meaningful to us but also becomes valuable to others. It is at this point that we experience one of the highest human satisfactions: the sense of transcendence, of leaving a mark on the world and on other people's lives.

To reach this degree of transcendence and meaning in our actions, we need a distinctively human skill: the perspective skill. This capacity allows us not only to focus on the here and now, but also to visualize and understand the whole picture, the big picture.

It is thanks to this holistic vision that we can draw up strategies, assign a purpose that goes beyond the immediate and understand how each individual action aligns with a larger goal. This broad understanding puts us in a unique position to approach specific tasks with renewed commitment and determination, knowing that every step we take brings us closer to a meaningful, transcendent goal.

We can see this skill developed in the following actions:

• Connecting with a larger purpose: giving meaning often involves connecting our actions and experiences with a larger purpose or mission in life. This gives us direction and a reason to keep going, especially in difficult times.
• Reflection and self-awareness: the ability to reflect on ourselves and be aware of our own thoughts and feelings is essential to giving meaning. It allows us to question, reassess and adjust our beliefs and values over time.
• Interpreting experiences: each person interprets and makes sense of their experiences based on their values, beliefs and past experiences. For example, facing a challenge may be seen by some as an opportunity for growth, while others may see it as an insurmountable obstacle.
• Narrative reconstruction: we often build narratives or stories about our lives, choosing which events to highlight and how to interpret them. These narratives help us understand who we are and what our place in the world is.
• Connecting with others: our sense of purpose and belonging is nourished by our relationships and interactions with others. Playing meaningful roles in other people's lives, such as parent, friend or coworker, or contributing to the wellbeing of the community or society, gives us direction and meaning.
• Holistic assessment: when we assess a situation within a broader frame of reference, we focus not only on the event at hand but also consider how it relates to past and possibly future events.
• Seeking information: before making decisions, we look for additional information to make sure we choose the best possible solution, taking into account all available variables.
• Seeking lasting solutions: this skill leads us not to look for temporary or short-term fixes, but to find answers that can be replicated and sustained over time, learning from each experience and applying that learning to future situations.
• Using metaphors: drawing on images or symbols to interpret a situation is a way of putting it in context and making sense of what we live through.

Human intelligences

The main goal of existential training is to enable us to build an authentic existence: a life that reflects what we think and value, what we desire and are passionate about, and that can be made real through the decisions and actions that shape our everyday life.

To achieve this, we need to develop a specific kind of intelligence, which we call existential intelligence, capable of helping us meet the challenge of coherently integrating the fundamental dimensions of our human existence into a life with:

• MeaningPerspective
• PassionAffective
• RealizationEffective

In other words, an authentic existence.

Existential intelligence

There is a classic definition of existential intelligence that refers to a person's ability to reflect deeply on questions related to human existence, life, purpose, morality and the fundamental themes of existence. Without denying what this first definition proposes, we present a reformulation of the meaning and scope of this kind of intelligence.

Before going further, it is worth clarifying what we mean when we speak of existence. Human existence can be understood as the condition through which we human beings are being-in-the-world: we inhabit a concrete reality, perceive it through our senses, relate to others and to our surroundings, and develop an awareness of ourselves and of the situation we are living. This condition is not static but dynamic, and it unfolds in the singular way each person and each human group stands before their own reality.

This awareness is not limited to perceiving what happens; it allows us to reflect on experience and find our bearings in it. Thanks to this, we can make sense of what we live through, recognize ourselves as people able to decide and take on responsibilities, and project our lives on the basis of values, fundamental choices and what we consider important. From this place, both our personal project and our way of taking part in social life take shape.

In this sense, existence inseparably integrates the capacities to think, feel and act, together with the possibility of choosing, committing and reflecting on our own life and its meaning. Thanks to this integration, human beings do not simply live through the events that happen to them; they can take an active part in shaping their own existence and in building community life.

To understand what we mean by existential intelligence, it may help to start from a familiar analogy. When we say a person has emotional intelligence, we do not simply mean that they know about emotions, but that, by understanding them, they are able to manage them appropriately in order to find their way and act in everyday life.

Similarly, a person with existential intelligence is not simply someone who finds answers to life's big questions, but someone who manages to understand their own experience and the meaning of what happens to them. From that understanding, they can recognize and regulate their emotional world, make coherent decisions and turn what they think and feel into concrete actions, shaping an existence that is valued, loved and real, for themselves and for others.

Existential intelligence, therefore, is not limited to a theoretical understanding of life; it shows in the way a person decides and acts in everyday life. It is expressed in concrete choices and in ways of responding to the situations they go through, keeping what they think, feel and do coherent, both personally and in how they relate to and act with others.

It is in everyday life that those decisions and actions gradually shape a personal and shared story. From that lived story, a person can recognize whether the existence they have built is coherent with their fundamental values and desires, and whether they can feel proud of a life they consider authentic and valuable for themselves and for the community they belong to.

In this sense, existential intelligence centers on the ability to bring together three essential human dimensions, using fundamental skills to respond to equally essential needs. Bringing them together makes it possible to build an existence that responds to:

• What I consider valuablePerspective
• What I truly desire and wantAffective
• What I can ultimately make happenEffective

The way we live is a clear indicator of how developed our existential intelligence is. The greater this capacity for integration and coherence, the greater the authenticity and fullness with which a life is lived.

From this perspective, we can say that existential intelligence involves the integration of three basic intelligences, understood as the central skills or capacities of each dimension, which allow us to respond in a fitting and responsible way to the essential needs of human existence.

Effective · Do

Practical intelligence

It is the capacity to have an impact on reality: to execute, organize and materialize what we think and desire. As a reward, we get an experience of productivity.

Affective · Feel

Emotional intelligence

It is the capacity to know and manage our emotions and to connect with others. As a reward, we get an experience of pleasure, stimulation, belonging and emotional validation.

Perspective · Think

Cognitive intelligence

It is the capacity to go beyond the immediate: to conceptualize, give meaning, project, plan and transcend. As a reward, we get an experience of meaningfulness, impact and transcendence.

Rewards

We have explored the essential needs of human beings and the fundamental skills we have to meet them. Now we ask: how do we translate all this into the context of a company? How do we weave it into the fabric of working life?

Monetary salary

We start with the most tangible and direct form of reward at work: monetary pay. It is not simply a figure that shows up in a bank transfer; it is also the tangible recognition of the value a person contributes through their work and the responsibility they take on within the organization.

Monetary pay includes not only the base salary received regularly, but also a range of variable incentives, such as performance bonuses, commissions and shares, as well as additional benefits like health programs and pension plans, among others.

For an existential company, monetary pay is more than a simple transaction; it is a fundamental recognition of the person's individual contribution. On the one hand, salary acts as monetary compensation; on the other, it becomes a tool that allows workers to shape and define their own lives. In fact, in its pure potential, money makes it possible to decide how, where and with whom to live, giving people the freedom to build their own story and legacy.

So, in an existential company, salary is not merely compensation but also an affirmation of each person's value and potential. It is also a means of achieving the greatest possible fulfillment, both personally and professionally.

Every comprehensive compensation policy should include the monthly salary and also involve workers in the medium- and long-term development of the company, for example by granting them stock options. When a company grows, its employees should grow with it: this is what characterizes a genuinely existential company.

Monetary salary can include:

• Base salary: the monthly pay, which reflects the role, seniority, responsibility and immediate contribution to the company.
• Short-term benefits: bonuses or commissions tied to individual, team or company-wide goals, which encourage performance and exceeding targets.
• Medium-term benefits: annual bonuses and profit sharing.
• Long-term benefits: stock options or other financial instruments that encourage members to invest their future in the company. By offering a stake in the company's future growth and success, they give a tangible reason to commit to the organization's long-term vision.
• Health insurance and other benefits: although not directly monetary, they usually translate into an economic benefit by covering expenses the worker would otherwise have to bear.

Emotional salary

At work, compensation goes beyond the monetary salary and includes what we call emotional salary. Unlike machines, human beings need more than financial reward to feel fulfilled in their work. We want to enjoy our activities, find pleasure and satisfaction in our daily tasks, and feel that we are an essential part of a team or a community. Emotional salary addresses our fundamental human needs for wellbeing and belonging.

Many modern companies have recognized the importance of this kind of compensation and have built it into their talent retention strategies, offering benefits such as flexible working, professional development opportunities, recognition and a positive work environment, to meet their people's emotional needs.

This leaves us with a delicate challenge. If emotional salary is insufficient or offered "by default", without careful, ethical design behind it, the emotional and social needs of the company's members will not be met, making it hard to sustain a genuinely human commitment over time.

On the other hand, an excessive focus on emotional salary can create what we might call a bubble of unreality, where abundant benefits and emotional rewards become a potentially manipulative retention strategy.

This strategy could lead employees to neglect their personal lives, captivated by the lifestyle the company offers them, a lifestyle they probably could not reproduce in their personal settings. Ultimately, this situation could create such a strong dependence on the company that, if employees decided to leave, they would feel they were abandoning their own lives. This dependence is not only unsustainable; it also raises serious ethical questions about the nature of the commitment between employee and company.

Some elements that make up an emotional salary:

• Flexible hours: adapting working hours to personal needs, which allows work to fit into the person's concrete circumstances.
• Flexible workplaces: offering the option to work from different locations, including home.
• Recognition and appreciation: celebrating and recognizing the contribution of each member, of their teams and of the company's achievements.
• Work environment: providing a pleasant, stimulating work environment.
• Team building events: designing activities that foster team collaboration and cohesion.
• Participation and sense of belonging: involving workers in decision-making and taking their input and needs into account.
• Open communication: creating a safe space that respects dissent and differences.
• Social activities and family support: including family and friends through a real commitment sustained over time.

Transcendent salary

Ultimately, the human experience reaches its fullest expression not only when the basic needs for security, wellbeing and belonging are met, but also when the intrinsic longing for transcendence is recognized. Every person seeks to leave a lasting legacy, a mark on the world around them.

This desire for transcendence can show up in many ways: from starting a family and having children to creating meaningful work in any sphere of life. The longing for transcendence is one of the deepest human motivations and is essential to understanding the fullness of the human experience.

We transcend when what we are and what we do become meaningful both to ourselves and to others, providing a sense of usefulness and contribution that goes beyond our individual existence and becomes a lasting impact on the world.

At the same time, the search for deeper meaning responds to a dimension unique to human beings: the transcendent dimension. This dimension goes beyond any specific belief system and has taken many forms throughout history and across all cultures.

People have always sought, whether through art, science, philosophy or social action, ways to transcend their individual existence and connect with something bigger than themselves. The transcendent dimension knows no geographical borders, cultural contexts or belief systems; it is an intrinsic, universal aspect of being human.

The search for transcendence is also not limited to introspection; it involves an active commitment to the outside world. What is meaningful to one person becomes fully relevant when it also resonates with others. That is why this search involves a committed encounter with the reality around us.

In business, addressing this intrinsically human dimension is perhaps the most complex challenge, but also the most essential one, if we want working life to be an authentically human experience.

Creating the conditions, spaces and means for this transcendent dimension to unfold in a company is the only way to let this fundamental human drive emerge. The challenge lies in creating and promoting spaces for listening that support a process of discernment of each human experience, which is constantly moving and changing, at the individual, team and company levels.

The transcendent salary, therefore, is the reward each member of the company gets from building an experience of work that is meaningful, both for themselves and for others. This happens when they can actively integrate their desires, needs, longings, fears and searches.

While every institution has a limit to how far it can accommodate the existential requirements of its members, offering them the possibility of building meaning and integrating their drive for transcendence may be the only way for the work experience to become an authentically human experience.

A company also guarantees its members' transcendent salary when it takes care of both what it does and how it does it. Its mission and vision must therefore be accompanied by business decisions that contribute positively to the world, since the ethical choice is the only framework within which the company can guarantee a transcendent salary.

Likewise, when joining a company, it is key for workers to ask themselves honestly whether what the company does, and the way it does it, align with their fundamental personal choices and their specific wishes to contribute to the world.

Some points to consider when defining a transcendent salary:

• Long-term opportunities for whole-person development: offering clear, motivating paths for professional and personal growth, creating spaces that support progress in working life, in harmony with the aptitudes, personal competencies, aspirations and possibilities of each member of the company.
• Self-knowledge: encouraging people to recognize their skills and talents, as well as areas for improvement, so they can identify both their strengths and their limits and opportunities to improve.
• Positive impact: contributing to projects that have a positive influence, not only within the company but also in the community.
• Aligned purpose: discovering one's own sense of purpose and aligning it with the company's mission to create an authentic, meaningful work experience with considerable impact.

Work styles

Each combination of rewards gives rise to a different work style. Only when all three are integrated does existential work appear.

Only when the three kinds of salary —monetary, emotional and transcendent— are combined do we achieve what we call existential work: we meet our basic needs and find stimulation in our daily activities while, at the same time, having a meaningful impact on ourselves and on the world.