Organizations are set up primarily to harness the human and material resources at their disposal in a productive and profitable manner amongst other objectives. In a simplistic description, profit is the difference between an organization’s revenues and its costs. In another simplistic description, revenue for an organisation is derived by multiplying the unit price of its products and services by the number of units sold. This background is very important because the sustained existence of an organisation is predicated on its ability to successfully communicate the value of their offerings to their respective stakeholders.

Emotional intelligence then becomes a very necessary tool for Chief Marketing Officers (CMOs) to have because for example, buying decisions for customers are driven more by emotions than by logic. It is therefore imperative the CMOs to constantly push the needle in terms of finding ways to connect and influence the decisions of these stakeholders in a way that drives peak performance. Beyond just the bottom line and other quantitative metrics, other qualitative outcomes will be improved upon by the right application of some the insights in this episode.

Selling is perhaps the single most important activity that any profit-seeking organization engages in. If you’re not selling, then you might go out of business faster than you think. At the end of the day, it all comes down to the bottom-line; the numbers have to add up. Sales for such organisations is the exchange of value between themselves and their customers where the businesses typically offer goods or services at a determined (monetary) price. It is basically the consummation of the forces of demand and supply.

As with many other things, selling is both a science and an art. It is a skill that requires very strategic application when executing. So if the revenue of your organisation isn’t as impressive as you would love for it to be, it is most likely that your salespeople are doing something wrong – they need a more systematic approach to consistently close great sales. Your salespeople should realise in their engagements with prospective and existing customers that value is the name of the game – if people don’t feel as though they are getting commensurate value for their money, it would be difficult to move the

needle from sales to patronage.

In this episode, we explored some critical reasons your salespeople aren’t doing magical sales numbers. Pay attention, you might learn something.

Selling is perhaps the single most important activity that any profit-seeking organization engages in. If you’re not selling, then you might go out of business faster than you think. At the end of the day, it all comes down to the bottom-line; the numbers have to add up. Sales for such organisations is the exchange of value between themselves and their customers where the businesses typically offer goods or services at a determined (monetary) price. It is basically the consummation of the forces of demand and supply.

As with many other things, selling is both a science and an art. It is a skill that requires very strategic application when executing. So if the revenue of your organisation isn’t as impressive as you would love for it to be, it is most likely that your salespeople are doing something wrong – they need a more systematic approach to consistently close great sales. Your salespeople should realise in their engagements with prospective and existing customers that value is the name of the game – if people don’t feel as though they are getting commensurate value for their money, it would be difficult to move the

needle from sales to patronage.

In this episode, we explored some critical reasons your salespeople aren’t doing magical sales numbers. Pay attention, you might learn something.

One of the things you must come to terms with is that you are in some sense a limited resource, meaning amongst many other things that you neither have the energy to do everything you wish to do nor continue working indefinitely. The human body as ingenious as it is, is designed to balance out stress and rest. One of the challenges many people in the corporate world face is the inability to find a work-life balance or better put, a work-life integration. Rest should be a fundamental part of how you allocate your time, it doesn’t imply laziness – being a work horse isn’t always a good thing because it does have future implications.

Letting your hair down is the recognition that you know and value your physical, mention and psycho-social wellbeing. By choosing to shelf strenuous activities and engage in relaxing and recharging activities, you’re giving yourself the permission to refresh and rejuvenate. Quality leisure time lowers your blood pressure, improves your digestion, increases the flow of blood to your muscles, improves the quality of your sleep, reduces your fatigue and boosts your own confidence. You have to intermittently find out time and indulge yourself in fun and entertaining activities, it makes you not just a better person but more importantly – a healthy person.

It is said that the only profession where people start off at the top is grave-digging. This invariably means that in almost every other thing you do in life which includes your career in the corporate world – you will definitely start from a lower rung of the ladder with someone as your boss. This concept of hierarchy is so important in the workplace that the first thing a new hire is taught is the organisational chart or organogram – the distribution of power and responsibilities.

Once you understand the power structure in any organisation, you can better navigate the terrain. It can be difficult when you are working under the supervision of another, owing to the fact that the balance of power isn’t skewed towards you – it seems like a long walk on eggshells. Notwithstanding, you have to learn to effective manage that relationship because as someone who is relatively a greenhorn, you still have a long way to go in your career. Emotional intelligence definitely empowers you to better manage conflicts and resolve crisis.

In this episode, we discussed the unique value you can derive when you cultivate a healthy relationship with your boss.

In today’s world, the workplace is populated with more millennials and young professions than their much older colleagues. It is simply a statistical consequence of situating an organisation in a region where the youthful population, especially those below thirty-five years of age account for a very high percentage of the total population.

It is also imperative to acknowledge the cultural context of very conservative societies, they can be very traditional which implies that they venerate older persons a great deal. This deep-seated is manifested in the different facets of our lives including the workplace.

Emotional intelligence helps younger people who find themselves in the workplace with much older colleagues successfully navigate the waters. This balance is critical so that both younger and older demography can synergise effectively for more productive outcomes. The delicate centre-spot amongst respect, results and responsibilities in necessary because one can’t be selected at the expense of others. The following are emotionally intelligent tips that younger people can deploy for leading older people in the workplace.

In this episode, we explored some emotional intelligence strategies for leading people older than you in the workplace.

Communication is one of the most important phenomenon in the world today. It is practically impossible to achieve anything without an exchange and understanding of ideas, it is central to civilization and everything that human beings have done since the beginning of time. Effective communication becomes an even more indispensable tool for people and organisations that seek to achieve desired outcomes in a profitable manner. It is a major catalyst for relationship management owing to the critical role it plays in harmonizing varying positions, conflict resolution and other engagements.

Poor communication is a function of many factors but they can be broadly categorised into nurture and nature – nature for innate ability or inability, nurture for the learnt ability or the lack of it thereof. Many people are not self-aware to know that they are poor communicators because they have not been exposed to an environment that has challenged what they call normal.

Possessing great communication skills in today’s world is learnt, it is both a science and an art but there are unmistakable signatures that expose the lack of effective communication.

In this episode, we explored some 7 indicators that reflect a leader needs to improve their communication skills.

There are many things that happen in the workplace that are usually dismissed as non-consequential but on a more cursory look, such behaviours speak to a lack of emotional intelligence. Most organisations usually comprise very sound personnel or those with intellectual quotient, so it doesn’t has little or nothing to do with the competence of the workforce. Many teams with highly skilled manpower are not even aware of these traits because there is a level of success being achieved, the inability to even identify the absence of the broad elements of emotional intelligence shows that such teams are not

operating optimally.

The leadership of organizations must therefore take it upon itself to audit their teams and identify the presence or otherwise of these crucial social skills. Do you team members have organizational awareness? Do they have conflict management skills? Do they have an achievement orientation? Is there a strong level of teamwork? Do they display a low or high level of empathy? How fast are they to adapt to new paradigms? Do they have a positive outlook towards the organization’s goals? These are the crucial questions we must ask.

In this episode, we explored some 7 behaviours that indicate your team needs to level up on emotional intelligence.

Emotional intelligence is non-negotiable for leaders in any facet of life, this is because people skills is a more powerful determinant of success than even technical skills. Emotional intelligence is essentially the capacity to be aware of, control, and express one's emotions, and to handle interpersonal relationships judiciously and empathetically.

The concept, largely popularised by Daniel Goleman who defined it as, “array of skills and characteristics that drive leadership performance” is very important

for decision-makers to grasp so as to achieve improved outcomes.

One of the broad components of emotional intelligence is self-awareness which is one of the sterling qualities most leaders lack and once you cannot lead yourself, it’s practically impossible to lead others effectively. When leaders do embrace this concept, the results are palpable both in the interim and in the long run. Emotional intelligence is quite an important skill to possess because it enhances communication, problem-solving, administration and fosters better relationships amongst stakeholders. Where certain traits of a leader are consistent with the tenets of emotional intelligent, it is believe that it has been learnt and is being practised.

In this episode, we explored some indicators of a leader with a high level of emotional intelligence.

Order is the fundamental basis for productivity, where terms of engagement are clearly defined – almost anything can be achieved. That is exactly what corporate governance does for organisations; it is the system of rules, protocols and culture by which an organisation is managed. It is the blueprint for power distribution, controls, decision-making and responsibilities. These sets of guidelines are put in place to ensure that the organisation's vision is achieved regardless of the endogenous and exogenous circumstances of the workplace.

Corporate governance is also important for stakeholder management; ensuring that the interests of employees, investors, shareholders, regulators, customers, suppliers and the community where the organisation operates in are protected within reasonable ambits. It is a non-negotiable feature of organizations that seek to maintain very high ethical standards while creating value for those associated with it.

Emotional intelligence is what helps organization find the delicate balance between ethics and profit-seeking amongst other things. Extremism is a concept where there is a dangerous leaning to one end at the expense of the other, finding the right anchors then becomes paramount in running very successful organisations.

In this episode, we explored some emotional intelligence strategies executive management of organisations can apply to drive corporate governance.