Improving Emotional Intelligence at Work _____________________
It’s the secret to happier, more engaged employees who work better together.
Emotional intelligence is crucial in the modern workplace. It’s the secret to happier, more engaged employees who work better together. Which means it’s the secret to higher performing teams that drive fast n’ furious business growth.
Improving emotional intelligence in the workplace isn’t some fluffy, sounds-nice people goal. It’s a business-critical strategy that helps unlock maximum value from your biggest competitive asset – your people.
But emotional intelligence comes more naturally to some folks than others and improving your workforce’s EQ is easier said than done.
The following eight ways to improve emotional intelligence in the workplace will put you on the path to get the most from your people.
How Leaders Can Fix Feedback _____________________
Sometimes feedback can hurt or give offense, and often doesn’t seem very helpful.
Feedback has a branding problem. The very notion of it worries people and raises our defenses. Our brains are often not ready to hear it or give it. Words and context are crucial as sometimes feedback can hurt or give offense, and often doesn’t seem very helpful. Ultimately much of this comes down to the individuals who are giving and hearing the feedback. This is one part of performance management that definitely needs a makeover.
By 2020, Gallup predicts that 50 percent of employees will work remotely.
Working remotely has previously been an exception few companies were willing to make for their people. In fact, up until the early 70’s, telecommuting was unheard of. Office optics determined how you were perceived by your manager and co-workers, and being “absent” meant you were not contributing. But new companies are now rethinking their remote workforce policies along with other cultural and performance strategies. In 2019, the exception is now becoming the rule.
The News Is Part Of Your Employment Brand _____________________
Employees choose not to accept offers of higher pay at companies with a history of unethical behavior.
I ran across an interesting article in The Manifest titled, “How Do Employees Act When Faced with Unethical Company Behavior?” The article talks about how candidates want to work for companies with ethics and will choose not to accept offers of higher pay at companies with a history of unethical behavior. I’m not sure this is a surprise. Or at least it shouldn’t be. What I did find interesting was that 79 percent of employees will not accept a job with a higher salary from a company that failed to act against employees who were involved in sexual harassment. We know that harassing work cultures inflict damage on a company’s workers and its bottom line. In addition, there are times when employees who report workplace sexual harassment are at risk for social isolation, retaliation, anxiety, and depression. Despite these hardships, most employees feel a need to act against unethical behavior that directly impacts them or coworkers.