Nobody needs telling that business is tough at the moment. In the UK, GDP fell by 2% quarter-on-quarter for the first time since the last financial crash in 2008 and the next quarterly report is likely to be far, far worse. The government furlough scheme in which the state pays 80% of an employee’s wages now has more than 1 in 5 of all workers enrolled and has recently been extended to October.
Prior to this global pandemic, the steady beat of the climate change drum was already becoming more urgent. Greta Thunberg had, to some extent, succeeded in ensuring that the climate crisis was a regular feature in news bulletins. In news that already seems a long time ago, Heathrow’s plans for a third runway was ruled illegal because the government failed to factor in the impact it would have upon its commitments to tackle the climate crisis whilst HS2 was given the green light.
Organisations currently implementing disaster recovery plans and operating in crisis management mode will soon begin to think longer term about adapting their business strategy to accommodate new realities.
Insights from Psychology That Explain Why People Are Responding Differently To The Covid-19 Crisis (Part 2)
At the moment some people, quite understandably, may be less focused on work than normal. Anyone who studied business or economics at school will have come across Maslow’s Hierarchy of Needs and it remains a useful guide in the current circumstances.
Insights from Psychology That Explain Why People Are Responding Differently To The Covid-19 Crisis (Part 1)
The world has changed. That has created a lot of uncertainty for many people both personally and professionally. As business psychologists we, here at Bloojam, understand people and behaviour and are privileged to share our expertise with others to add some value at this challenging time.
In this 2-part blog we thought that it might be helpful to share some behavioural theories and models for you to bear in mind when considering your own response, and that of those around you, to the current situation:
Title: Emotional Intelligence: Why It Matters More Than IQ
Author: Daniel Goleman
Who is it aimed at? Business Leaders, Salespeople and anyone who wants more than a cursory understanding of emotional intelligence
What is it about?
Written from an organisational perspective, the author argues that EI has business implications for employees and leaders alike. Goleman’s key premise is that cognitive intelligence (IQ) is not the sole predictor of workplace success – Emotional Intelligence (EI) is an equally important non-cognitive skill. He defines EI as a set of skills that encompass self-motivation, social abilities, empathy, and impulse control, among others and argues that, with the right training and support, these can be developed and improved.
Why should I read it?
Whilst it is no longer a new topic, EI is a term that is bandied about with an expectation that we all know what it means. If you want a more in-depth understanding, this book is a great place to start.