What works for one person may not work for another
That's why it's so important to carry out training, test different methods, etc. Voluntary resignation “Quiet Quitting” can be understood as a one-off movement or as the epicenter of a generational change in relation to work. We are experiencing a mental health epidemic in which 1 in 3 people has been diagnosed with burnout syndrome , in addition to cases of anxiety and depression, which represent one of the main causes of absence from work, according to the TRT . All of this shows us that everything is not ok. Far from it. Companies repeatedly have enormous difficulty listening and even more difficult to make themselves available to understand employees. This is the exact opposite of the fourth pillar of emotional intelligence: empathy. But if the answer doesn't come through love, it comes through pain. If, despite pointing out the problems, nothing is changed, then those who will change are the employees. The message is clear: they are exhausted and won't wait forever. So it's good that the company starts to really look at your well-being.
Building relationships Our professional relationships are fundamental and greatly influence both productivity and the probability of staying in the same job, in addition to many other issues. But it's important to say that the most important thing here is not for everyone to get along. The company is not “being a family”. Firstly, because this is not true. A family doesn't fire you if you don't reach goals. If this discourse is still part of the company's culture, it needs to be reviewed. Second, it doesn't matter so much if everyone gets along “instantly”. If relationships are built with empathy, honest dialogue and Brazil Phone Number Data collaboration, that is, a good dose of responsibility on both sides, they tend to remain healthy. However, this almost never happens naturally. It needs to be built through training, lectures, workshops, conversation circles, etc. In fact, the fifth and final pillar of emotional intelligence concerns social skills. Speaking of which, another problem usually appears when the leader has difficulty giving negative feedback. Of course nobody likes these; But often, they need to happen.
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In fact, they can avoid bigger problems that drag on and culminate in dismissal. Something that is much more difficult for the leader and, without a doubt, even more difficult for the leader. Training the skills that are challenging for you is the best way to be able to use them when they are needed. Learning to switch Being able to switch intelligences quickly at work, as stated above, is very important. Imagine a crisis scenario in which the launch of a product had much less demand than expected. This impacts the company's finances and part of this responsibility falls on employees and even more on leaders. But then someone on your team has an anxiety attack. If you don't know how to manage your emotions, you may deal with this employee's symptom in a less than empathetic way or, worse, by exploding on them. The relationship between you tends to be extremely shaken and other team members may start to get scared. The organizational climate can take a hard hit and it is easy to generate a series of negative consequences, such as those already described. To avoid a situation like this, doing this neural training is essential.
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