These are two important, closely linked concepts often mentioned in the same breath. Understandably so. They are complementary and together they add huge value in the workplace. While empathy gives you the skills to work with someone to understand how they see things, emotional intelligence is about managing your own emotions, to help you see things clearly and constructively.
The Motivation Agency Blog
Empathy in the workplace has always been needed, and this won’t change. Some may feel there are organisations that have been successful without it. Think though, about how much more successful they could have been if they had empathy.
There’s a reason why empathy is firmly on so many agendas at the moment. People talk about it improving the workplace, maximising employee retention, even tackling the Great Resignation conundrum. So, do you really know what it is and what it can do in the workplace? Because if you don’t, you’re probably missing a trick.
The saying goes that people don't leave bad jobs, only bad managers, and a lack of proper training could be costing organisations.
Being a manager is a tough job. It’s always needed what some misleadingly term ‘soft skills’, to manage effectively; and lately the job’s been getting ever more challenging! The pandemic has certainly brought greater people management challenges. The dramatic shift in the way people work, partly because of the pandemic, means managers are now faced with significant staff retention issues. In a recent report by Emplify, nearly 73% of employees are currently open to new career opportunities — and 33% are actively looking for new jobs*1.
It is true, there has been much talk about ‘The Great Resignation’. The term has been a prevalent topic for well over a year. A combination of factors, accelerated by the recent pandemic, has created a catalyst for people to take action on their careers, rather than opting for complacency. For many, their job was one aspect of their lives they could control while many other elements were being swept away. The Great Resignation may well be happening, but should it have surprised us as much as it seems to have done, given the circumstances in which it has arisen?
In the last 18 months, we’ve gone from working 100% in offices to making the huge shift to remote working. Of course, for many there was no impact at all, they didn’t have the protection of working from home, to these frontline workers, who tirelessly maintained their status quo, we must thank you. Now, as restrictions gradually ease up and we reached the revised ‘Freedom Day’ on 19th July 2021, we’re facing another new norm of hybrid working.
… is watching the growth in the learners/participants.
It starts with the first time we meet:
The pandemic has produced a slew of articles and blogs about what this all means for leadership, and you don’t need to read too far before “empathy” appears as one of the all important capabilities.
In June 2015 I wrote an article for the Tourism Society Journal entitled Customer Service: Britain's Tourism Iceberg, in which I reflected on the sad reality that, while Britain's image overseas then ranked three in the world as a "nation brand" (behind Germany and the USA), for "quality of welcome" we were limping in 13th place. As I wrote at the time, “Whilst London 2012 unsurprisingly boosted our ranking, we have now fallen back to where we were in those dark, pessimistic, pre-Olympics days.” I argued that our failure to provide a world-class welcome threatened our long-term competitiveness as a major tourism destination - hence, the iceberg analogy.
It feels like every time a major business has a restructure, it becomes a cull on middle management. Clearly, middle management are expendable.
More than once, I have heard Directors moan that their middle managers are a blocker to innovation and change. Clearly, middle management are stuck in the mud.
We put a lot of pressure on ourselves to do things perfectly and get things right first time. But do we really learn anything by achieving perfection on our first attempt? Or is learning by making progress – having a go, reflecting on the outcomes, adapting the approach and trying again more effective?
How do you get a team to get to know each other and bond when they can’t have a chat over the kettle or pop out for lunch together?
The mythunderstanding that’s probably been corrected 10,000 times is still being perpetuated, even in some quite learned works.
As our frustrations of the pandemic finally start to lift there is a sense of excitement and panic as restaurants find themselves fully booked for the next year, holiday apartments sold out, people booking flights to foreign countries… and business leaders scrabble to “hit the ground running.”
And I fear we have learned nothing.
For many employees, the board of directors of a company or organisation, can seem very distant from the day-to-day life of the organisation. While the traditional legacy model of a board of directors “away in an ivory tower” and filled with “Nine white men with an average age of 62” has slowly
Does it make you cringe when you are being presented to by someone who thinks they are a really great communicator and really isn’t?
It didn’t always feel like a revolution then, but how far we’ve come.
It's twenty years since Martyn Sloman gave us his excellent book, The e-learning revolution.
We look forward to the day when Inclusion and Diversity are so high on the corporate agenda that we will no longer have to work hard to get them understood.
Almost a year out from the moments when all our lives started to change in ways we had never imagined, we decided to take stock of how our core values have held out through the turbulence.
Can't to Can®. If you think you CAN'T do something, play this and see how you CAN turn your thinking around.
I have been listening to a great friend of mine, who works in sales (and as we all know 2020 has not been brilliant for retail and business sales). Over the last couple of months, huge pressure has been applied to the sales team to close business for the year end and this is not landing well, as there is no incentive to do so (positive recognition/reward), just a daily rant and a weekly name and shame on calls, appointments (virtual) and orders.
CPD or Continuing Professional Development is the maintenance and development of the knowledge and skills that are needed to perform in a professional capacity. This could be keeping professionals contemporary and up to date with current skills, polishing them or taking them to the next level.
Learning from experience - be very careful, especially now.
For thousands of years, we have known that humans learn from experience. In the last hundred years, we have found out a lot more about the neuroscience behind this and why it is such an effective way to learn. If we want to learn to do something, we should definitely try to get stuck in and experience it.
Nick Drake-Knight, creator of Continue & Begin Fast Coaching® on two areas where training too often falls down.
The emphasis on improvement in training sounds like a positive thing. When we’re looking to help people perform well though, we need to tread carefully.
The future of incentive trips is understandably exercising the event industry at the moment and there are some great ideas on how to transform the traditional incentive trip/awards night into an engaging virtual experience.
An article in The Guardian by Stephen Isherwood in May 2020, stated that Grad schemes are down by 12%, due to the #pandemic, and internships and placements are down by a whopping 40%! Where does this leave our recently qualified, energetic and hungry #graduates? Will cumbersome #recruitment processes and confidence-knocking job hunts destroy their energy and reduce the supply of much-needed innovation?
In many cases, the million dollar question!
Learning ROI remains a headache for many senior execs and learning specialists alike. When the performance expectations are missed, all eyes turn to the learning strategy.
We've created a little festive fun quiz for everybody this December - click the image below and have a play. See if you can help Santa and his elves ensure that Christmas runs smoothly this year.
Learning in the flow of work is one of the most valuable methods of learning – particularly when onboarding new colleagues. A lot of the time we do it without realising – a short video, a quick online module, asking a colleague a question.
We recently produced an app for sailors at sea for long periods of time, who could easily have their mental wellbeing affected by loneliness and separation, we asked some people for their tips for managing their mental wellbeing. Here are some of them:
Colour theory is a gigantic and fascinating topic, that can be broken down into three main categories. The colour wheel, colour harmony, and the context of how colours are used. The main area we will be looking at is how colours are used, but first a bit of background.
It is often difficult to convey an underlying message through dialogue alone, hence the importance of communicating ideas visually and shapes are a great example of this.