The 21st century Luddite movement resists new technologies due to concerns over job loss, social disruption, and environmental impact.

Technological advancements may displace human workers and worsen social inequalities.

The term "Luddite" refers to individuals opposed to new technology, originating from 19th-century English workers who destroyed machinery to protect their jobs.

Some individuals may resist new technologies due to fear, lack of understanding, or concerns about consequences like job loss or decreased human interaction.

To address these concerns, education, training, and user involvement are essential.

Emotional intelligence helps leaders connect with others and make sound decisions, particularly with resistant supervisors.

Developing emotional intelligence helps leaders improve relationships, job satisfaction, and the work environment.

Effective communication and the right mindset are key to successful innovation.

Interns should clearly explain product benefits, use simple language, and focus on customer pain points to communicate effectively.

Addressing supervisors' concerns can increase the likelihood of successful new technology adoption and build a strong rapport.

Building trust with resistant supervisors requires effective communication, emotional intelligence, and addressing concerns.

Resistance to new technology can be driven by psychological factors like fear, loss of control, and insecurity.

To overcome these factors, provide transparent communication, involve employees in decision-making, and offer training and support.

Organizations can increase the likelihood of successful technology adoption by taking a phased approach and prioritizing change management.

Leaders should prioritize people and ideas, building a positive work culture that values emotional intelligence, empathy, and effective communication.

Organizations can create an environment that supports new technologies and addresses employee concerns.

Addressing resistance to new technologies requires a comprehensive approach that considers employee concerns, needs, and emotional factors.

Organizations can increase successful technology adoption and build a positive work culture by educating employees, involving them in decision-making, and prioritizing emotional intelligence and communication.

Emotional intelligence is crucial in the workplace as it helps leaders build strong relationships and create a positive environment.

Emotional intelligence is essential for resolving conflicts and building trust, and can be developed over time through practice and self-awareness.

Leaders can foster a supportive work environment by prioritizing emotional intelligence and effective communication when adopting new technologies.

Emotional intelligence is crucial for addressing resistance to new technologies in the 21st century Luddite movement.

Developing emotional intelligence helps leaders improve relationships, job satisfaction, and create a positive work environment.

The key to successful technology adoption is prioritizing people, culture, and emotional intelligence over technology.

To build rapport with supervisors opposed to new technologies, identify the problem and stay goal-oriented.

Keeping an open mind and considering internal change management can also help address potential resistance to new technology.

Focusing on the future and finding a flexible technology partner can help address resistance to change by trying out-of-the-box solutions.

Clear communication and transparency are key to successful technology adoption.

By prioritizing emotional intelligence and effective communication, interns can build a strong rapport with supervisors and increase the likelihood of successful new technology adoption.

Understanding the reasons behind opposition to new technologies is essential in the 21st century Luddite movement.

Organizations can increase the likelihood of successful technology adoption by educating users, involving them in decision-making, and communicating effectively.

The key to successful technology adoption is prioritizing people and ideas over technology and building a positive work culture.

Emotional intelligence is crucial in building a positive work culture as it enables leaders to connect with others and make informed decisions.

Emotional intelligence is essential for resolving conflicts and building trust, and can be developed over time through practice and self-awareness.

Leaders can foster a supportive work environment by prioritizing emotional intelligence and effective communication when adopting new technologies.

Emotional intelligence is crucial for addressing resistance to new technologies in the 21st century Luddite movement.

Developing emotional intelligence helps leaders improve relationships, job satisfaction, and create a positive work environment.

The key to successful technology adoption is prioritizing people, culture, and emotional intelligence over technology.

To address 21st century Luddites' concerns, it's essential to understand the reasons behind their opposition to new technologies.

Organizations can increase the likelihood of successful technology adoption by educating users, involving them in decision-making, and communicating effectively.

The key to successful technology adoption is prioritizing people, culture, and emotional intelligence over technology.

Organizations can create an environment that supports new technologies and addresses employee concerns.

Addressing resistance to new technologies requires a comprehensive approach that considers employee concerns, needs, and emotional factors.

Organizations can increase successful technology adoption and build a positive work culture by educating employees, involving them in decision-making, and prioritizing emotional intelligence and communication.

Effective communication is crucial when introducing new technology, as it mitigates risk and ensures all stakeholders understand its implications.

Clear communication is key to successful technology adoption, requiring regular updates to all stakeholders.

Leaders can foster a supportive work environment by prioritizing effective communication, addressing employee concerns, and adopting new technologies.

Effective communication is crucial for the 21st century Luddite movement to address concerns and build rapport with resistant supervisors.

Developing effective communication skills helps leaders improve relationships, job satisfaction, and create a positive work environment.

The key to successful technology adoption is prioritizing people, culture, and emotional intelligence over technology.

To build trust with resistant supervisors, identify the problem and stay goal-oriented.

Keeping an open mind and considering internal change management can also help address potential resistance to new technology.

Focusing on the future and finding a flexible technology partner can help address resistance to change by trying out-of-the-box solutions.

Clear communication and transparency are key to successful technology adoption.

By prioritizing emotional intelligence and effective communication, interns can build a strong rapport with supervisors and increase the likelihood of successful new technology adoption.

Understanding the reasons behind opposition to new technologies is essential in the 21st century Luddite movement.

Organizations can increase the likelihood of successful technology adoption by educating users, involving them in decision-making, and communicating effectively.

The key to successful technology

The 21st century Luddite movement resists new technologies due to concerns over job loss, social disruption, and environmental impact.

Title:

Content: You will not miss us!
8,008 followers
Why robots will take your job, and what to do - panic or rejoice
Why robots will take away your profession.
Increasingly, you can hear about the challenges posed by automation and cybernization to existing professions today.
And we are talking not only about unmanned vehicles and chatbots replacing call center operators, but also about programs that can calculate bank loans and insurance rates, depriving analysts and, moreover, neural networks that claim to compete with highly qualified and creative employees.
Exemption from routine or danger of unemployment?
A cause for concern or long-awaited freedom?
History of the problem
Mechanisms of ancient times.
Competition has always existed – professions disappeared and arose, people fought for jobs with each other and with technology, philosophers and economists built forecasts and tried to predict the prospects and are still doing it.
For example, you can assess how much automation threatens your profession and how quickly robots will replace you by using Will Robots Take My Job.
Aristotle was the first to think about the possibility of transferring “work ” to machines.
In the first book of his Politics, he suggested that they could evolve to such an extent that the need for human labor would disappear.
For him, quite in line with the views of work at the time, as something distracting from participation in public life and personal development, this was an extremely optimistic forecast.
“Work ” in ancient Greece was considered to be the lot of the lower classes, and the mechanisms would only liberate slaves, considered nothing but“ machines of flesh and blood. ”
The reorientation of the economy to the export of wool led to the introduction of a policy of “enclosures ”.
The real competition of a sufficiently large mass of people technology for the first time was only more than a millennium and a half later in England.
At first, the reorientation of the economy to wool exports led to the introduction of a policy of “fencing ”, in which landlords expelled farmers from the fields in order to free the territory for sheep grazing, which led to the first massive surge of“ unemployment ” – albeit not in the current sense.
The then arising vagrancy and poverty contemporary of these events, the Chancellor of England and philosopher Thomas More described the famous "sheep ate people."
However, after a few decades it became clear that no – not eaten.
The former peasants were absorbed by the growing cities, where they found a new job in textile manufactures, processing the same wool obtained from shearing sheep.
This was the first example of how, by taking away one thing, “technology ” is able to offer something different.
But we must admit: the process of urbanization was painful, the work that replaced the cultivation of land turned out to be hard and dirty, the gap with the traditional way of life was very traumatic, and the population of England as a result of hunger and the fight against vagrancy, which was conducted, including the use of gallows, decreased, according to some estimates by 30% (to understand the scale - the Soviet Union during the Second World War lost "only" 15% of the population).
Workers in a textile factory, late 18th century.
The next episode of the confrontation between people and technology occurred a century later in the same field of light industry - the invention in 1785 by Edmund Cartwright of a mechanical loom increased labor productivity forty times.
Jobs that had just been lost were once again lost.
But again temporarily – after spinning machines, others appeared and all of them demanded new resources, and their extraction – new types of labor.
Manufactures were replaced by factories, and muscle strength by the power of steam obtained from coal.
Machine Destroyers
The Luddite movement.
This time, the changes that occurred were met with bayonets - there was a movement of Luddites.
Sabotage of work and direct action: attacks on factories and the destruction of machines caused a harsh reaction of the state, which sent troops to suppress the “army of Ned Ludd ”.
It is characteristic that no one at the top bothered to convey to the workers the idea that there will still be work for them, even if not the one to which they had time to get used.
The fact is that the “top ” themselves at that time did not think too much about how all this was arranged, and people were perceived as expendable material, while the inertia of consciousness of ordinary workers who had just recovered from the transition from the agrarian to the urban way of life was also very high.
The First Industrial Revolution at the beginning of the 18th century.
The theoretical basis for the interaction of technological innovations and the masses of labor began to be summed up only by economists and philosophers of the middle of the XIX century.
They were the first to suggest that the disappearance of certain types of work in the process of technological development entails the emergence of new ones, and “work ” as a whole is not something final, which may be“ not enough ”.
The First Industrial Revolution was in full swing and the optimism of its apologists only grew stronger over time.
By the end of the century, it seemed that progress would eliminate not only social problems and contradictions, but could also rid humanity of wars.
However, while some spoke of the "Luddite delusion", others spoke of the "enslavement of the masses" and the need to hand over to the "factory workers", predicting that as long as the instruments of production are in the hands of the big proprietors, their employees will remain disenfranchised, and the lack of social security will cause explosions of unemployment at any moment.
Second wave
The Second Industrial Revolution.
The word “unemployment ” came into being at that time.
The fact is that a peasant working in the fields or a craftsman who provides for the needs of himself and the small surrounding community could not face something like this - he himself formed his employment.
When the scheme of selling labor on a strict schedule became mass within the framework of fulfilling a strictly regulated set of duties, the challenge arose to lose such an opportunity.
The Second Industrial Revolution was on the way.
The basics of streaming production were laid at the end of the 19th century, and by the beginning of the 20th century, the combination of Ford ’ s marketing strategy (he invented that the car was not an attribute of the elites, but a mass need) and the conveyor he introduced led to new changes that went beyond factories and factories.
On January 18, 1886, the first car invented by Karl Benz was released.
It was the emergence of technology on the streets of cities that brought a new wave of competition.
Look at the photos of the streets of the beginning of the last century: here they are dammed with carts, among which a lonely clumsy car is trying to maneuver, but ten years later, the only horse frightened by the roar of engines and sobbing of klaxons is clutching to the sidewalks.
Here it will be important to note how unpredictable this jump became: “At the beginning of the 20th century, the French Academy warned about an environmental disaster, which inevitably should lead to the accumulation of horse manure associated with the development of horse-drawn transport in Paris, ” recalls, reasoning about the prediction of the future Stanislav Lem.
However, note: in those regions where human labor is cheaper, technology can not replace it, as we are shown, for example, rickshaws, until recently used their own muscle power and only with a sharp drop in the cost of small vehicles motorized.
A more modern example is “computer rickshaws ” – hundreds of thousands of low-skilled Chinese, hacked captchas all day, because their work costs less than the introduction of scripts.
Technological unemployment
The line of the American unemployed during the Great Depression.
In the 1930s, Maynard Keynes, who gave the world the theory of the “social state ”, from the attempts of which many economies have not recovered so far, introduced the term“ technological unemployment ” into mass circulation.
Since then, the debate about whether the introduction of new technological solutions and opportunities can create a long-term job crisis or whether everything is limited to repurposing, when obsolete professions are replaced by new ones, and it is enough for people to change or improve their skills.
Until the end of the last decade, most experts were inclined to believe that “technological unemployment ” is always a temporary phenomenon, leading to the renewal and improvement of the professionalism of workers.
Mechanical labor was replaced by physical labor, the operator - a profession more status and highly paid than the worker, the reduction of costs leads to the release of time - these are the main theses sounded then.
Pessimistic views remained largely the domain of marginals, such as Theodore Kaczynski, famous for his terrorist struggle against progress under the name of Unabomber and primitive philosophers.
Pessimism
The first full-fledged computer in the USSR BESM-1.
Cautious voices expressing doubts about the correctness of this approach sounded even then.
And if in one of his speeches in 1962, President Kennedy said that “if people are able to invent new machines that take away their jobs, even more so are able to invent new jobs, ” then two years later, a letter from scientists and activists concerned with the problem of technological unemployment, sent to his successor, Lyndon Johnson, stated that“ a revolution in cybernetics will create a separate nation of poor, unskilled unemployed. ”.
Theorists disputed the impossibility of long-term unemployment, as did Martin Ford in the book “Light in the Tunnel: Automation, Acceleration of Technology and the Economy of the Future ” or Marshall Brains in“ Robotic Nation ”.
Gasne-Peter Martin and Harald Schumann, in their Global Trap, describe a society in which the labor of twenty percent of the population is enough for the world economy to continue to develop.
There are those who see it as a threat and a danger, like Paul Krugmann in his article “Sympathy for the Luddites ” or Frey and Osborne in“ The Future of Work. ”
In addition, in practice, it turned out that technology is not so freeing up time – for example, representatives of professions requiring high qualifications, at least in the United States today work more than 30 years ago, and technologies that provide remote access to working tools allow them not to break away from professional tasks and in their “free time ”.
It is also important that new jobs, as it was noticed at the beginning of the XXI century, are created not so much by technology as by the change in the way of life that they entail.
So in the mid-2010s, nine out of ten working people are employed in professions that did not exist a century earlier, but only 5% of the jobs that appeared from 1993 to 2013 are in high-tech areas, such as IT or telecom.
However, the question is whether this does not mean that indirectly they still arise due to technologies that provide an opportunity for development for the service sector.
Is it bad?
A shot from the film "I, Robot" (2004).
Harvard economics professor Lawrence Summers, who previously served as U.S. Treasury Secretary, said in 2014 that he no longer believes that automation will always create new jobs and that it is not some hypothetical possibility in the future; it is something that is emerging now.
In his opinion, the changes will be very global and will lead to mass unemployment not only among low-skilled employees, but also for “blue ” and“ white ” collar workers, because “there are many reasons to think that the software revolution will be even more significant than the agrarian one. ”
The robot prepares food.
However, this is what allows us to look to the future with optimism.
Summers ’ s thought of the meaning of the digital revolution echoes the position of futurologist Alvin Toffler.
As early as 1970, in his book Future Shock, he wrote that by comparing the Digital Revolution with the Industrial Revolution, we downplay its significance and it would be more correct to draw a parallel with the exit of mankind from caves and the transition from hunting and gathering to agriculture and cattle breeding.
Potentially, this means that humanity is on the verge of an unprecedented, unknown written history civilizational leap of colossal proportions.
And, due to the fact that the speed of changes in the world has increased many times and now, the fact that in the case of the end of the Stone Age, took millennia, is being carried out in front of one, a maximum of a couple or three generations, this breakthrough, of course, will be painful.
However, having reviewed the usual way of life, the attitude to it and their values, will not humanity be able to break through to the conditions of life, previously even unimaginable.
"Terminator 2: Judgment Day" (1991).
We are easily accustomed to such changes in “work ” as freelancing and remote work, quite calmly came to a repeated change of professions, instead of a continuous, decades-long“ career ” and even were able to include them in your life, saying that this is the way to find yourself.
So is it not time to begin to accustom ourselves to the idea that, as economic historian Robert Skidelsky said, “Sooner or later we will run out of work ”?
After all, freelancing and remote employment are about freedom, about leaving the “office slavery ” and searching for the way of life that is convenient for us.
Yes, to get used to the idea that the traditional “work ” is over and now we will have to independently invent what to occupy ourselves will not be easy.
It will require responsibility, but it is freedom.
Isn ’ t it time for us, joyfully exclaiming “Glory to the robots! ”, to go in search of our place in the new world?
Why robots will take away your profession.
The fact that it is not only about robots, but also about the “work ” itself and the possibility of life without it, about the risks associated with negative scenarios of confrontation between people and machines and the possibilities of overcoming them, we will talk in the next parts of the cycle.
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Technological advancements may displace human workers and worsen social inequalities.

The term "Luddite" refers to individuals opposed to new technology, originating from 19th-century English workers who destroyed machinery to protect their jobs.

Title:

Content: What happened to technology at the beginning of this century has been accompanied by major transformations and what we are experiencing today of the “threat ” of artificial intelligence to all the traditional professions we know is the result of successive but rather slow transformations.
It is expected that these developments will leave profound changes in the lifestyles we live in and the physical urban environment that contains them, but these changes will remain in the physical aspects and will not improve the lives of people on the social and cultural level.
In architecture, thinking is still technically slow, except for drawing programs that are evolving at an astonishing speed.
One of the observations that I have noticed is that technological development has affected the physical aspects of form far more than the cultural aspects, and this is reflected in the way of architectural thinking that has not yet been able to respond to technology as a way of thinking that creates a new way of life.
I am sure that some may object to this result, and I mentioned in a previous article that technology will create an architecture characterized by social isolation, but this has not extended to « architectural theory » so far, what is happening today is an evolution in the means of production of architectural plans and not their cultural and social content.
Every new stage establishes its existence, whether in architecture, the arts or even in science.
There have been several shifts in the professional architectural climate worldwide, and the first decade of the third millennium has been accompanied by significant political and economic transformations.
It is well known that every political transformation comes with great transformations at the administrative and social level, and if financial resources are available, there is often a profound change in architecture, and we mean here that the space for architectural experimentation expands and the courage to test new ideas increases.
However, experimentation has remained limited to the physical and visual aspects and has not gone beyond those that matter to people's social and cultural lives.
The world was preparing to receive new architecture, especially after the Guggenheim Balbau in Spain (the last decade of the last century), in which computer programs were used to design aircraft to declare a new era of architecture unlike any previous era, and open the architecture of the stars wide.
Since then, sophisticated software has become the basis for the creation of unexpected architectural forms.
Evolution was not only in computer software but also in the manufacture of materials through the use of nanotechnology and the development of textures and structural systems with materials and methods that were not previously possible.
This technological leap has given many designers the confidence and audacity to deal with any architectural form unprecedented.
It seems, too, that the principles of deconstruction that were organically associated with late modernity led architects and manufacturers to venture into the plastic adventure of creating an architecture unthinkable.
We must admit that technology has become the driving force of architecture, although in the past the relationship was balanced and architecture has made significant contributions to the development of technology, there has been a fascination with technology and its material products that architects and others have forgotten the most important aspects of humanity.
This shift towards high-tech development made the margin of architects in addition very limited and turned architecture into a pure formation devoid of the meanings of the place and its culture.
In contrast to this development, there was a sharp decline in the level of architectural “counterpart ”, as the great intellectual experiments that characterized the last quarter of the twentieth century disappeared, and so did the serious attempts to create social urban solutions.
The emphasis on form and materials has had profound effects on the impact that the great social and cultural ideas led by a group of architects and thinkers have had, even at the level of architectural education, tended to “shape ” rather than social solutions that could change people ’ s lives.
There is agreement that the basis of architecture is change and development, and that any architectural trend or model is subject to extinction, we will find that there is a justification for this permanent transformation.
This, in itself, forces the tracker of the development of architectural and architectural ideas to investigate the causes of their existence.
According to Bjarke Ingels, “Architecture is about to try to bring the world closer to our dreams. ”
He emphasizes that each new building changes the shape and identity of the environment in which it is located.
This leads us to say that architecture, not only seeks to change its character, but to change what is around it, but in fact this has not happened and all attempts to produce forms at the expense of developing social solutions.
The architectural repositioning, which began clearly in the last two decades, is expected, but the architectural repositioning and the pursuit of new ideas and technologies has not been matched by a clear urban positioning, architecture is still scattered at the urban level, and this dispersion may need to be reviewed directly and reconnect the architectural "archeology" of the city and its time paths with visual and spatial axes.
However, technology has not clearly contributed to the development and reorganization of the city at the social and cultural level, although it has contributed significantly to its urban organization and management.
We must bear in mind that the roots of technological development are linked to culture and materialistic philosophy and the increase in the area of consumption, and these roots will push humanity to further material development but with a continuous decline in social and cultural aspects and this is what awaits us in this “difficult ” century.

Some individuals may resist new technologies due to fear, lack of understanding, or concerns about consequences like job loss or decreased human interaction.

Title:

Content: Alert
1.2 million doses of Modena are ready for the 24th vaccine.
Memoirs of the world ’ s first semi-robot
I am not going to die, but will evolve.
When the body and the machine become one, can man be truly free?
In 2017, Peter was diagnosed with asymptomatic disease, a deadly disease that lasts only two years on average.
However, he does not want to be like any other asymptomatic patient, but can only be painfully disabled until he dies. He chooses to think of himself as a white rat under the development of high-tech, and let technology replace his losing speech, movement and sensory abilities, becoming "Peter 2.0" - the first complete cyborg (semi-robot) in history.
This book, I Am Cyber-Peter 2.0, chronicles his life after he learned from his illness, and is also a book of courage, a book of technology, and a book of love.
by Peter Scott-Morgan
Protect the Fire of Hope
Because my voice had become so weak, I had to invite nearly 30 people to sit close to me in the large conference room at the EISS Innovation Centre in London.
I ’ ve spoken to a lot of big companies before, and only two of them have shown enough courage and leadership (or commitment and social responsibility?) to actually show up at the conference.
But even if there are only two large companies, the preparation for our two days to start the operation of the foundation is enough.
Of course, there were people who attended Else Information Technology, and the internationally renowned Intel company even sent a representative to the meeting – the team that worked with Stephen Hawking.
People from the Cellophane Company are also on board, along with Ester ’ s colleagues, as well as many experts involved in the production of virtual avatars, and a few key people who are critical to the foundation ’ s operations.
This is the first day of the two days of preparation, and we are ready to start the whole two days of non-stop work, incinerating the dials - both days have to be busy from 8: 00 in the morning to 8: 00 in the evening - I have to make things go smoothly.
More importantly, I must prepare for the future and keep the Foundation on track as much as possible.
Everyone in the conference room slid their chairs toward me, and I encouraged them to sit as close as possible until everyone could hear me at a volume that sounded like I was whispering.
And then I opened:
“Welcome to the inaugural meeting of the Scott-Morgan Foundation! The next two days are your last chance to hear my voice.
In order to highlight this milestone in life, I intend to make an opening statement for everyone, connecting everything from the past to the future.
In August 1984, almost 35 years ago, I published my first book: The Robot Revolution.
When I published this book, I had a great disagreement with my editor (and the professor who reviewed it) about the end of the book.
I predict the future in the book; but I am not smart enough to predict the future is so close that I should be alive when this prediction actually happens, and may prove my prediction wrong!
For me at the time, 50 years later was a very, very distant future. ”
As explained to Francis, I continue to share my concern that humanity is about to face a fork in the road, as I predicted long ago, and that we are now unwittingly choosing the wrong path, all the way to the independent development of artificial intelligence (there is a great possibility that humanity will eventually be left far behind), rather than welcoming the future of human-AI collaboration.
If humans and artificial intelligence can work together, it will allow us to accomplish things that are difficult for both humans and artificial intelligence alone.
“I never thought that in a few decades I ’ d want to reread my book. ”
When I reread the last paragraph, I have to say that the universe really played a big joke on me, when I casually used the word "extremely fragile body" in the book, and now look at my body, which can not even be picked up by the book, it makes me smile.
So I asked Andrew to read it aloud for everyone. "
Hearing my instructions, my nephew Andrew became the focus of the spotlight, and he began to read aloud:
“If we really go down the road of ‘ amplifying human intelligence ’, it ’ s possible to keep humans and robots in the same evolutionary branch, rather than watching robots leave humans in the process of evolution. ”
If reality follows this trajectory, humans will one day be able to replace their extremely fragile bodies, survive in more permanent machines, and use supercomputers to amplify human intelligence.
And I went on:
“Thirty-five years after this book was published, everyone here now has the opportunity to move the future in this direction, and we are the best representatives of what Jerry said was ‘ on the front line of change ’ … If the future happens, there is no way to make it up!
But we all know that if this is a Hollywood blockbuster — and one day our story is bound to become a blockbuster — this is the moment when things get tougher and the stakes start to increase.
After all the out-of-frame conversations, endless thrills, great ideas, and empty promises, the true heroes of the origin story — who have the stamina, their strengths, and their boundless enthusiasm to make a real difference — are finally here.
The heroes of this story are the people in front of me, and the other members of the resistance who will be physically present in a few hours, or in electronic communications.
We are the power of change! We are the core members of this resistance.
Now is the critical moment.
We have to fight the status quo, we have to change what it means to be human, and our vision is that by working with artificial intelligence, we can liberate all people and live on — even people like me can survive — but if we don ’ t succeed in taking the next step, it ’ s over.
The reason is very simple.
No one else in the world can do what we are doing; no one else in the world is trying to do what we are trying to do.
Contrary to the vision we pursue, the status quo we are about to fight is very strong; the future we are trying to reverse has been shaped by a large part of the wrong ending.
The real reason that the process will be so difficult is that our greatest challenge is not the limitations of technology – although the limitations of technology are also huge obstacles – in fact, our most powerful enemy is the human psyche.
We must have heard the negative comments of the news media, Hollywood movies, worried celebrities, and the general public that artificial intelligence is about to attack humanity.
So we must create another possibility, another way of solving the problem; let me boldly set the tone for it — a new hope.
Although we are just now taking the first step in this new direction, we have already seen those in the establishment retreat, who feel uncomfortable about having to face technology they don ’ t understand.
We have also seen many companies and many people choose to remain silent and watch, and they do not want to participate in these affairs openly, only to wait for the changes, but also feel anxious about not being able to fully grasp the situation, on the one hand, worry about the risk of damage to their reputation, but do not understand the impact of these things on themselves.
I know the mood of these people, I really do.
That's what they are.
But we're not like that.
After careful selection, I know that everyone sitting has the ability to change the world.
Take your precious time from your daily work, contribute your precious talents, and work with others to achieve our common goals.
Some of them — not just the awesome Jerry and EasyTech — are using their courage and leadership to publicly stand up for our actions on behalf of their companies, to help break the social status quo, and to prove that no matter what the universe throws at us, we can embrace change and use it to lead the way to a future that will last forever.
Starting today and ending tomorrow, we have the opportunity to show the world a different path to the future, one that can avoid human threats and be more secure – as Jerry recently wrote: “Human beings provide background, common sense, and creativity, and artificial intelligence helps to flourish. ”
"That's what we're going to do.
We want to make a strong case for all of humanity, not just talk, we want to know and do it! We want to make results and do it for the world to see.
It ’ s also important that we use our vision, willingness to take on difficult situations, and practical action to ensure that all of these efforts will survive long after we leave the world.
We want to incorporate this spirit into this unique research institution in the form of a charitable foundation.
The official goal of our charitable foundation is precisely the dream that brought us together in the first place: to ethically use artificial intelligence, virtual reality, augmented reality, robotics, and other high-tech systems to improve behavior and health for all groups of people who are physically restricted by age, disease, disability, and other physical and mental illnesses.
Against this background, our foundation was founded to explicitly and openly harness the power of innovation so that humans can live well in the event of a change in their lives — even if it ’ s due to the onset of asymptomatic disease.
Eight weeks before I can no longer speak on my own, I will have to rely on the technology developed by the Foundation.
But what we ’ re going to do over the next two days is important not just to me, but to everyone with severe physical disabilities and, ultimately, to each of us.
Of course, our foundation will become a beacon of hope, illuminating the way forward for all who can ’ t see hope, and inspiring the progress and direction of AI development around the world.
The more our fire of hope burns, the more people will be willing to join the ranks and make the fire more dazzling and moving.
But let ’ s not forget that we are the ones who are responsible for this fire of hope, and at the heart of this fire of hope will always be humanity and our humanity.
I know that we will have many major setbacks in the next two days; I know that we will panic when we find that there is a huge gap in our thinking; I know that we will be tired and make mistakes, but it doesn ’ t matter.
We are just about to embark on a beautiful journey. We don ’ t have to rush to perfect everything at this time, just take the first step toward a bright future.
I am very proud to be able to join you on this journey, and I would like to thank you all for choosing to join me on this adventure. "
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To address these concerns, education, training, and user involvement are essential.

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5 Mistakes To Avoid When Replacing Your Communications Technology

After working on projects replacing hundreds of phone systems over my years as a consultant, I have noticed some common trends in the projects that are the most challenging.

Here are the top 5 most common mistakes we see when replacing a telephony system:

  1. Skipping the needs assessment. Often a move to a new telephony solution occurs when the existing system reaches end of life. In these cases, it’s easy to think that your goal in replacing your existing solution is to simply duplicate what you have. But you are missing a big opportunity for improvement.

Communication technology has changed considerably in the last few years. New solutions go beyond telephony to include collaboration tools and support multiple forms of communication. Users can move seamlessly between devices and incorporate SMS text messaging and IM in addition to voice. There are usually opportunities to improve outdated workflows caused by limitations of the old technology.

If you are looking at a replacement due to inadequacies of the existing technology, a thorough needs assessment is still a good idea. Most organizations have some percentage of power users who will benefit from higher-level “tools,” and the most successful implementations recognize these users and provide the tools to make them more effective. Standard users can benefit from enhancements such as voice mail messages in their email, and the ability to work remotely, if they don’t already have these capabilities.

It's useful to document your common user requirements in addition to the more complex special requirements. When you understand the workflows of your users and how they utilize the features in your current telephone system, it will help you select a better replacement technology.

  1. Not involving business users in the decision. When a system is selected only by the IT team, it often does not fully meet the needs of the wider group of end users. We once saw a solution selected based primarily on what would be best for enhancing the IT team’s resumes.

Including end users in your needs assessment will help to uncover both business and technical requirements. This has multiple benefits:

  1. Reveals productivity enhancements offered by mobility and collaboration capabilities not available in the current system.
  2. Uncovers communications issues. Often, we find that many user complaints can be resolved through changes in business processes.
  3. Improves system acceptance. When business users have had input into the process, they are less likely to resist adoption of the new system.

Involving business users in the selection process results in a better decision in the end, although a larger group can slow the process. Business users often help to clarify what is truly needed versus what is nice to have. They typically aren’t swayed by the coolest new toys, and offer insight into areas where true productivity gains can be achieved.

  1. No end-user communications plan. End users are much more likely to accept and adopt a new technology tool when they understand how it can benefit them. A good communication plan can go a long way in reducing resistance to the change. The best communications plans take a custom approach and target messages to specific groups of users, explaining the benefits of the new tool that are most relevant to each group.

You can download an eBook that explains the adoption and change management process in greater detail

  1. Skimping on user training. UCaaS providers typically don’t offer “classroom” training on live phones. They offer virtual classes with live instructors, recorded sessions, and train-the-trainer options. While these methods save a lot of labor for the vendors, they can be insufficient for the users. On the surface it seems OK. After all, how hard can it be to use a new phone?

But new telephony solutions bring many new capabilities that users may have never been exposed to previously. They may not know how to manage calls and features using a computer instead of the hard phone.

And there are cell phone apps, collaboration tools, and presence and status information. There may be multiple tools that offer the same capabilities. Your new tool may offer chat, or video conferencing. Which tool should they be using?

All of this complexity creates confusion for your users. If your new solution has any feature depth, then there will be complexity. In order to get full use of the new capabilities, users must be trained on them, and given guidelines on which tools are to be used.

  1. Underestimating the difficulty of porting numbers. This process can be quite dysfunctional, especially if you have been with your carrier for several years. Records can be inaccurate, and the entire process is based on this information. At times, this can be a headache (or worse). For a breakdown of common problems, check out this article

Often the process takes longer than expected, so build extra time into your process to allow for that.

For more tips and advice from people who have gone through this process, check out these sessions at Enterprise Connect:

Tuesday, March 26 | 2:00pm - 2:45pm

UCAAS CASE STUDIES: HOW YOUR PEERS MADE THE MIGRATION

Moderator: Melissa Swartz(Swartz Consulting)

Panelists: Steve Panton (Gannett Fleming), Brian Harrison (Broward College), Karen Gordon (King & Spalding)

Wednesday, March 27 | 2:00pm - 2:45pm

ENTERPRISE LEADERS SPEAK OUT: VOICE MIGRATION--CRITICAL ISSUES FOR A (STILL) CRITICAL CAPABILITY

Moderator: Melissa Swartz (Swartz Consulting)

Panelists: Scott Johnson (Cargill), Georges Habalian (HCA Healthcare), Eric Zweigbaum (Conair)

Emotional intelligence helps leaders connect with others and make sound decisions, particularly with resistant supervisors.

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Content:     The Economic Times daily newspaper is available online now.

    The Role of Emotional Intelligence in Effective Leadership

    Synopsis

    Emotional intelligence, or the ability to understand and manage one's emotions and those of others, is crucial for effective leadership. The five essential components of emotional intelligence, as identified by psychologist Daniel Goleman, are self-awareness, self-regulation, motivation, empathy, and social skills. Leaders who possess high levels of emotional intelligence are able to coach teams, control stress, give criticism, and work effectively with others. To improve emotional intelligence, leaders can practice self-reflection and regulate their emotions, remain motivated, show empathy, and develop social skills such as conflict resolution and effective communication.

    Understanding your emotions, what they're trying to tell you, and how your emotions affect those around you is emotional intelligence. It also affects how you see other people; when you get other perspectives, you may manage relationships more skillfully.

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    You might think of someone who, despite his troubles, never loses control of his temper. You may also picture a boss who is completely trusted by her employees, who listen to them, who is approachable, and who always makes thoughtful, educated judgements. These are the characteristics of an emotionally intelligent person.

    In this article, we're going to examine the significance of emotional intelligence for leaders and offer some tips for you as a leader.

    What Is Emotional Intelligence?

    Understanding and controlling your own emotions as well as those around you is referred to as emotional intelligence or EI. People who possess high levels of emotional intelligence are aware of their feelings, what they signify, and how they may affect others. Emotional intelligence is crucial for leaders to succeed.

    The American psychologist Daniel Goleman, who contributed to the popularisation of emotional intelligence, identified five essential components.
    • Self-awareness.
    • Self-regulation.
    • Social skills,
    • Empathy,
    • Determination.

    What Does Leadership Emotional Intelligence Mean?

    Leaders need to have a clear knowledge of how their behaviour and emotions affect those around them if they are to be effective. A leader's ability to connect with and collaborate with others will determine how successful they are. You will be able to coach teams, control stress, give criticism, and work with others more successfully if you are an emotionally intelligent leader.

    Why Is Leadership Dependent on Emotional Intelligence?

    Emotional intelligence is crucial for leaders to have in order to succeed. After all, which type of leader is more likely to be successful—one who loses control and yells at their team when they are under pressure, or one who maintains composure and carefully evaluates the situation?

    Goleman identified five main components of emotional intelligence: self-awareness, self-regulation, motivation, empathy, and social skills. The more you as a leader excel in each of these areas, the more effective you will be.

    Emotional Intelligence In Leadership

    Self-Awareness
    Being self-conscious means you are always aware of your feelings and how they may affect the people around you. Being self-aware while you're in a leadership role also entails acting modestly and having a clear understanding of your talents and flaws.
    • Publish a journal. Keeping a journal might help you become more self-aware. You can develop more self-awareness if you take just a few minutes a day to write down your thoughts.
    • Speed up. Slow down and consider the source of any intense emotions, such as rage. Remember that you always have a choice in how you respond to any given scenario.

    Self-Regulation
    Effective leaders rarely openly attack others, act rashly or emotionally, stereotype others, or compromise their moral principles. The main goal of self-regulation is maintaining control. According to Goleman, this aspect of emotional intelligence also includes a leader's adaptability and dedication to personal responsibility.
    • Recognise your values. Take the time to consider your "code of ethics." If you are aware of what matters most to you, making the proper decision when faced with a moral or ethical dilemma is likely to come naturally to you.
    • Be accountable to yourself. Stop blaming people if you frequently do so when something goes wrong. Make a commitment to accept responsibility for your errors and to deal with any resulting repercussions. You'll probably get a better night's sleep and gain the respect of those around you rather fast.
    • Be calm and practise it. Be highly conscious of your behaviour the next time you find yourself in a difficult circumstance. To relax, engage in deep breathing techniques.

    Motivation
    Self-motivated leaders are dedicated to achieving their objectives and hold themselves to the highest standards.
    • Reconsider the purpose of your work. It's simple to overlook the aspects of your job that you truly enjoy. Recall your motivation for applying for this job for a while. Try the Five Whys technique to identify the cause of your dissatisfaction in your position if you are having trouble recalling why you applied in the first place. You can frequently gain a fresh perspective on your situation by beginning at the source. Additionally, be sure that your objective statements are upbeat and new.
    • Know where you stand and assess your drive for leadership. You can clearly observe how motivated you are in your leadership job with the aid of our Leadership Motivation Assessment. It points you in the direction of helpful resources if you need to enhance your motivation to lead.
    • Be optimistic and look for the positive — Motivated leaders typically have a positive outlook, regardless of the challenges they face. It could take some practice to develop this mindset, but the work will be well worth it. Try to look for at least one positive aspect of every difficulty or failure you encounter. It could be something simple, like making a new friend, or something with lasting ramifications, like understanding a crucial lesson.

    Empathy
    Empathy is a quality that leaders need in order to successfully lead a team or an organisation. Empathetic leaders are able to imagine themselves in other people's shoes. They support the growth of the team members, confront unjust behaviour in others, offer constructive criticism, and show empathy for those in need.
    Showing your colleagues you care by being empathic will help you win their respect and loyalty.
    • Put yourself in the shoes of another person. Supporting your own viewpoint is simple. After all, you own it! But spend some time considering things from other people's viewpoints. For a helpful method to do this, see our article on Perceptual Positions.
    • Pay attention to how you're acting. You might cross your arms, tap your feet, or bite your lip while listening to someone. This body language conveys to people your true feelings about a circumstance, and the message you're sending isn't good! In a leadership position, being able to read someone's body language will help you better understand their true emotions. You now have the chance to react appropriately.
    • React to emotions. Once more, you request that your helper stay late. He agrees, but you can detect the disappointment in his voice despite that. In order to respond, speak to his feelings. Inform him that you value his willingness to put in extra time and that you share his annoyance at staying up late.

    Social abilities
    Effective communicators are leaders who perform well in the social skills component of emotional intelligence. They are equally receptive to both good and negative news, and they are great at rallying their team around a new goal or undertaking.
    Leaders with strong interpersonal skills are adept at handling disagreements and implementing change. Even while they rarely accept things as they are, they don't just sit back and let others handle everything; instead, they lead by example.
    • Learn how to resolve conflicts. Conflicts involving their team members, clients, or vendors must be settled by leaders. It's vital to develop conflict-resolution techniques if you want to succeed.
    • Develop your communication abilities. How well can you express yourself? You can get the answer to this question with our communication test, which will also provide helpful input on how you can make improvements.
    • Learn to praise others Simply by praising your team members when they deserve it, you can encourage their loyalty as a leader. It takes fine skill to learn how to compliment others, but the work is well worth it.

    Frequently Asked Questions

    Q: Why is leadership dependent on emotional intelligence?
    Ans: You can inspire confidence, communicate clearly, and interact effectively with others on the job if you work on developing your emotional intelligence.

    Q: What do leadership social skills and emotional intelligence entail?
    Ans: Social skills are the emotional intelligence abilities needed to connect with others, engage with them, and work collaboratively.

    Q: What's a good illustration of emotional leadership?
    Ans: For instance, leaders might acknowledge good objective progress by displaying positive feelings like enjoyment or contentment.

    Disclaimer: This content was authored by the content team of ET Spotlight team. The news and editorial staff of ET had no role in the creation of this article.
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Developing emotional intelligence helps leaders improve relationships, job satisfaction, and the work environment.

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Tinna Jackson is the Founder & Principal of Jackson Consulting Group, with decades of experience building and leading effective teams.

The path to executive leadership may be paved with impeccable technical skills and artfully honed expertise, but underdeveloped emotional intelligence (EI) may actually be sabotaging your best efforts to snag—or retain—your spot in the C-suite.

EI, or the ability to recognize and manage emotions, both in oneself and in others, is fundamental to establishing strong relationships, making sound decisions and inspiring teams. As murky as emotion management in the workplace may seem, it boils down to four surprisingly straightforward skills:

• Self-awareness: Recognizing and understanding one's own emotions, strengths, weaknesses and values.

• Self-management: Effectively regulating and controlling one's emotions and behaviors.

• Social awareness: Perceiving and empathizing with others' emotions.

• Relationship management: Utilizing emotional intelligence to build and nurture relationships.

Maybe you’re trying to minimize your organization’s growing pains without alienating your strongest performers. Maybe you need to coax unrealized potential from a promising new hire. Maybe you’re just trying to maintain a little normalcy during a chaotic transition.

Whatever the situation, leveraging EI can help you zero in on speed bumps to progress and craft actionable strategies that keep your operation humming. First, let’s step back and examine the role each component plays in determining your EI level.

Building Self-Awareness

By understanding their strengths and weaknesses, self-aware leaders can be better equipped to delegate tasks, seek feedback and continuously develop their skills. This is because self-aware leaders understand their emotions, strengths and limitations. They are in tune with their values and have a clear sense of purpose. By helping leaders recognize and manage their emotions more effectively, self-awareness enables them to make more balanced, rational decisions.

Mastering Self-Management

Leaders with strong self-management skills exhibit self-control and adaptability. They can manage stress and remain composed in challenging situations. This ability allows them to approach problems with a clear and rational mindset, inspiring confidence in their teams. Self-management also involves remaining accountable and demonstrating integrity, fostering trust and respect among team members.

Cultivating Social Awareness

Social awareness is the ability to understand and empathize with others' emotions, perspectives and needs. Socially aware leaders can create an inclusive environment where individuals feel valued and understood, leading to increased collaboration and innovation. Leaders who excel in this domain are attentive listeners and keen observers. They are sensitive to the dynamics within their teams and are skilled at interpreting nonverbal cues.

Developing Relationship Management Skills

Leaders who effectively manage relationships possess strong interpersonal skills. They are skilled communicators, able to articulate their thoughts and ideas clearly. They inspire and motivate their teams, fostering a sense of shared purpose and commitment. Relationship management also involves conflict resolution and negotiation, allowing leaders to navigate challenging situations while maintaining harmonious working environments.

Leaders who embrace emotional intelligence consistently can improve employee engagement and satisfaction by facilitating a positive work culture where every team member feels seen and valued. By fostering creativity and innovation, they can create an environment where individuals feel safe to express themselves. More importantly, emotionally intelligent leaders excel in building and maintaining strong relationships, both within and outside the organization. Their ability to connect with others on an emotional level enables them to inspire, influence and guide their teams effectively.

Unfortunately, the disconnect between teams and leaders who lack this ability can be so strong that they genuinely do not realize their behavior is driving their employees away.

I once watched a CEO lose a staff member roughly every 30 days for a year, and when he asked for my feedback about why his people were “leaving left and right,” I had to tell him gingerly, “No one likes you. You make staff uncomfortable, and your language to communicate your concerns is perceived as harsh and threatening.”

The CEO was understandably taken aback, but I reminded him of the number of times we had had similar conversations, and he committed to making a change. I recommended that he call an all-hands meeting, apologize for his offensive behavior and open the floor for discussion.

He took my advice, was appalled by his team’s feedback and learned that two of the remaining 15 staff members had been interviewing and expected offers in the coming weeks.

This CEO could have admitted defeat, cleaned house and started over, but he understood that the shortcomings had been his own. Instead, he asked for his team’s trust and support in creating a better environment and hired a vice president of operations to manage the day-to-day, so he could focus externally.

The organization retained those 15 employees and recruited five more that same year.

The most successful organizations can cultivate environments fueled by trust, collaboration and innovation. The leaders most adept at delivering all three have mindfully developed their emotional intelligence, boosting integrity, adaptability and accountability along the way. By recognizing and valuing emotions, exceptional leaders can inspire their teams, drive positive change and achieve remarkable results.

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Effective communication and the right mindset are key to successful innovation.

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Content: Procurement and digital banking in the UAE

Banking is changing.

As the world continues to embrace more and more technologies and innovation, this creates an ever growing and ever demanding customer base. With the rise of smart payments, shifting towards a completely digital experience, the financial sector has to change and evolve with this shifting world.

For Dr Arafat El Mourad, Author and Acting Head of Procurement and Contracts, Xbank, this evolution should be a process that avoids the somewhat cliché term of “digital transformation” that is bandied around the industry so frequently.

“It’s not just technology. You can have the best technology in the world but if you don’t have the right mindset, the right people driving that innovation, it simply will not work,” he says.

As per his published book (Innovation in Procurement and its added value to United Arab Emirates Banking Sector, Islamic & Conventional) El Mourad says that in procurement you need the right people and you need communication, transparency, reliability, skilled and competent staff, quality innovation and, most importantly from a stakeholder viewpoint, cost optimisation and added value.”

Over the course of more than 20 years working in IT and procurement, studying in Zurich and working in the UAE at Xbank, he has seen first-hand how the industry has changed and must continue to change in order to provide the best possible services and solutions for its customers.

“Throughout my career I have become much more strategically driven, as opposed to focusing solely on the process,” he says. “I’ve spent the best part of it looking at how technology can be deployed to add value, not only in terms of cost optimisation but also how it we can add value to the customer that does not compromise on quality.”

El Mourad is a firm believer that for any push for technology and innovation to be successful, it must be built on three main pillars.

People, technology and process.

The people element is key to all of this, as without the right people with the right mindsets and possessing an open mind to embracing technology and striving for innovation then nothing else will work.

As El Mourad says himself, people represent the first pillar of change.

“You have to be innovative in the way you approach technology and approach process,” he says. “You need those three pillars to make it work and you need to be innovative in the process, and the communication.”

Of course, working with people and attempting to change mindsets and approaches to the industry, mindsets that have been built up over years of working in a consistent and reliable way. The financial industry, despite its upswings and downturns over the years, remains a hugely profitable and ultimately successful sector so why try to fix what isn’t broken?

“It takes time [for people to get on board with technology transformation]” says El Mourad. “But the key is how you communicate what will happen, the benefits we can reap and translating the added value that it will bring to the organisation.”

El Mourad points to a time where he planned to introduce a new technology system into Xbank, a process that took three years to fully implement. The first two years of this journey were spent trying to convince people and stakeholders to embrace this change.

“It’s all in the language,” he says. “I cannot present this technology to the CEO in the same way that I could present it to my peers on procurement. I have to translate it into a business case.”

“I approach the communication in a way that can be understood by every stakeholder because I communicate it in a different way to every stakeholder, or CEO, or CIO. There is no one size fits all to this.”

With technology and transformation there is an unavoidable element of risk involved. Risk of failure, risk of losing customers and perhaps most importantly, particularly from an operational standpoint, risk of significant costs associated with that failure.

This is a fact of life when it comes to implementing technology and it has developed a mindset that is somewhat consistent across the banking industry the world over and not simply within the UAE.

“There is a risk and a concern. I’d argue that risk is actually up there as an important discussion with the working out the added value,” says El Mourad.

“The question becomes more about what are we actually doing to measure the risk and most importantly mitigate the risk.”

This calls back to El Mourad’s strive for clear and open communication. With regular meetings with top tier management and stakeholders, El Mourad ensures that from top to bottom all levels of the company understand the technology implications but also the risk implications in any new venture.

He attributes this to a cost ownership mentality. After all, cost is often king.

“It’s about cost ownership,” he says. “How much you’re spending on technology? How much on security?  It’s important to show that while technology costs, it saves you money – technology is all about reducing those costs and saving money, not incurring more costs.”

The banking industry in the UAE is changing at a rapid rate and this is driven by the customer. The banking customer of 2018 wants a digital experience. El Mourad himself points to a conversation he had with board members; upon asking them when was the last time they visited a branch in person over the course of the last 12 months between a group of six, there was only three visits.

This is a perfect encapsulation of where banking stands right now in the USE and Xbank, along with all banks, must continue to innovate to continue to serve this growing demand.

This turn towards digital not only affects the bank’s external operations. Over the last few years Xbank has continued to invest more into machine learning, automation and AI wherever possible as it looks to streamline its internal operations to enable its external operations to grow.

“I was involved in discussions about how the bank was moving towards digital.” Says El Mourad. “They want to become more AI focused. It’s a trend in the UAE. More banks are moving to AI, instead of just automation. This helped me build my case and the added value that procurement can bring on this front.”

A key example that El Mourad notes is the implementation of an automated procurement system that will see what he describes as the end of emails. Through this one centralised system, the procurement team can access all documentation from approvals to supplier lists at the click of a button.

Over time, this function will begin to utilise AI and for El Mourad this is crucial in growing as a business.

“This makes it easier to learn,” he says. “AI will help us mitigate risk, learn from where we could potentially improve, and continue to understand the customer requirements and ultimately meet them. Therefore, procurement should transform and shift their focus from internal customers to internal and external customers.”

As the banking sector continues to grow, banks and financial organisations must continue to push the innovation boundaries in order to grow with it and ultimately survive.

For El Mourad, the key has always been the people.

“The banking sector right now is rigid,” he says. “It needs to embrace innovation. People fear change and it needs a leader to inspire.”

“For me, it is all about inspiration, not transformation. Through inspiration, we can unlick the innovative mindset that will allow the sector to reach new heights.”

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Interns should clearly explain product benefits, use simple language, and focus on customer pain points to communicate effectively.

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Content: Alert
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Explain clearly to translate value Expert ’ s advice to marketers: try to explain the product in a second language, in a senior language
Whether it ’ s a product, a service, or your own work, you can only translate its value if you can explain it clearly; you can sell it not only to your target audience, but also to people outside the audience, such as your neighbor ’ s children, or your grandfather.
Whether you ’ re marketing a product or service, whether it ’ s a traditional industry or an innovation, whether the resulting copy or appeal is pragmatic (or down-to-earth, vulgar and powerful), or surreal (“the cat fainted on the piano ” or something like that) …
As a marketer, before you start doing various analyses and theoretical frameworks, you may want to give yourself a test to see if you can grasp the essence of the product (including the service below) in terms of language, how long it takes to convey the complete concept, and also to see if the audience responds as you expect.
So what are you selling?
The solution is simple: try to explain to your parents or elders what you are selling, what are the benefits of what you are selling, and why they should buy it too.
If possible, try to explain in a second language (Taiwanese, Hakka, aboriginal, or English / Japanese).
If that ’ s too difficult, take a step back: try to explain what your job is, why it ’ s important, and why you want to (or don ’ t want to) do it in the language you ’ ve been used to for a long time.
If you can communicate all these questions in a matter of minutes, it means that you really understand your product and that your product (or yourself) has market potential.
The first time I encountered this problem myself was when I explained my work to my elders in Taiwanese.
My first official job was as a computer salesman, so I didn ’ t have much trouble saying, “Ah, I sell computers ” at first, but the next question was“ What computers do I sell? ” (luckily, “computers ” don ’ t have to be explained anymore): I was selling Apple ’ s Mac computers and it was already hard to explain.
● What is Apple? What is Mac?
Just one brand anyway?)
● What ’ s good about Apple ’ s computer? (Graphical interface? Intuitive operation?
Built-in mouse?
Built-in network function?)
Why should I buy them too? […]
Transformation of the value proposition
The answers to these questions are easy to explain in jargon, but even the target user, not many people have even seen the graphical interface, not to mention the elders who were not originally within the target user range?
"Because it can be operated with a manual mouse, you don 't have to use a keyboard, and you don' t have to worry about the instructions you can 't read or remember, so it' s better to use."
The answer was probably that way.
If you have a sharper eye, you will notice one thing: through this explanation, I have converted “FF ” into“ AB ” in the basic analysis framework of FFAB (Features / Functions / Competitive Advantages / Customer Benefits). (For an in-depth discussion and application of FFAB, see the article “Disassembling Your Own Products and Discovering Their Strengths ” (p.145).)
In a more fashionable way, I put forward a “value proposition ” to the audience (in this case, the elders) in a language they can easily understand; unless they don ’ t use computers, it ’ s certainly better to buy what I ’ m selling.
As for the use of "senior language", the intention is to force oneself to use as few technical or professional words as possible to convey the concept in its entirety.
The "second language" mentioned above, which is common in Taiwan, is relatively short of technical vocabulary due to history and environment.
In the past, most of the words borrowed from Japanese or foreign languages were also biased in the field of mechanical electronics; as for the lack of Internet information related terms, this is also part of the reason for the ideological gap (see the embarrassment of television reporting technology news in the mother tongue).
Do you know yourself (the product)?
Another difficulty I encountered was when I explained my job as a “marketing consultant. ”
Although I am familiar with the field of marketing, marketing has a wide range, from defining products, planning strategies, copywriting, visual performance, setting prices, running ads, and so on; but it can be translated as a simple explanation, “selling things for the business. ”
Do you think this is correct? Do you think I have misunderstood my marketing work? If you are also in marketing, would you use this term, or some other term, to explain your work?
There is no standard answer to this question, depending on whether you think this can accurately describe your work and whether the audience understands it as you think.
Similarly, when you plan your product marketing strategy, the premise is, of course, to understand your product itself, what the product ’ s FFAB is, how it is communicated to your audience, and whether the audience is receiving the same message you want to convey.
If you also don ’ t understand your product, define its value or audience in the wrong direction, or fail to guide your audience to produce the impression you want with accurate language, then you will do a lot of work.
And the above way, is a very simple test; in addition to challenging their understanding of the product, the ability to communicate to the audience, but also challenges their ability to transform the value from FF to AB.
Selling broccoli to kids.
In a similar vein, the English marketing community has a saying:
If you can sell broccoli to a kid, you can sell anything.
(If you can sell broccoli to kids / convince kids to eat broccoli, you can sell anything.)
It is the same reason.
Many children do not eat broccoli, and may not understand words, or can not reason (is there a situation similar to the situation of elders?), but you are to develop a certain value proposition (positive: eat will become beautiful / negative: do not eat, try), so that the child is willing to accept.
A similar case is Popeye eating spinach. Although scientists initially miscalculated the iron content of spinach, the cartoon ’ s “spinach will be strong ” impression increased spinach consumption in the United States by a full third; if this was a marketing campaign, it should be one of the most successful cases in history.
This is not to say that you cannot use reason or technology, but to use the value proposition as the basis of communication; and the premise of an effective value proposition is the understanding of the product and the ability to transform value in the process of communication.
(This article is from "Fred 's hardcore marketing school" by Fred)
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02:42pC3 AI : An Internship of Meaningful Work
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02:42pC3 AI : A Summer Like No Other
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02:42pC3 AI : Boundless Impact
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C3 ai : An Internship of Meaningful Work

10/15/2021 | 02:42pm EDT

My internship at C3 AI has been a period of immense professional and technical growth. I have had the opportunity to work with smart, hard-working people who valued my input, and having the opportunity to intern under the unique role of Forward Deployed Engineer (FDE) has helped me grow as both a technical engineer and as a customer-facing professional. Below are a few lessons and highlights from my experience:

The Value of Soft Skills in a Technical Role

Like in any other software engineering internship, I was able to utilize and improve upon my technical skills. What I did not expect, however, was that relationship-building and communication skills would be as invaluable as my technical skills. In my main project, I had the opportunity to help design the underlying data model, give feedback on the product specification, and build custom UI components for an application that would be saving the Services organizations thousands of non-billable hours per year. In order to effectively do my work, I had to build technical trust with my project manager, communicate with many internal stakeholders to find their pain points and take their input, and present the application to departmental leadership. While I found that skills learned in "Introduction to Programming" were applicable, I came to realize that the skills I learned in classes like "Business Negotiation" and "Communicating with Data" were also valuable in my project and further enriched my internship experience.

Interesting and Meaningful Work

As an FDE intern, I had the opportunity to work on several customer projects throughout my time. From energy management and inventory optimization to customer relationship management, each customer's unique use case opened my eyes to various types of businesses and taught me to focus on the relationship between business pain points and how C3 AI can bring value to customers. It was extremely rewarding to see what I build have an impact on interesting customer problems.

Collaboration in a "Flat" Organization

Due to the nature of my main internship project, I communicated with many C3 AI stakeholders, from engineers to project managers to departmental leadership. No matter their position, every single person I met with at C3 AI treated me as a peer. I have a hard time imagining I will meet a more friendly and open group of people in my career. In fact, everyone was open to getting coffee or going on walks around the office campus to talk about things beyond my project, and I was able to gain insights about the company, careers, and the industry including data science, products, and marketing. In our intern lunch with the CEO of C3 AI, Tom Siebel, we had the opportunity to hear about his vision for C3 AI, and he took the time to ask us for feedback about our experience at C3 AI.

Conclusion

Looking back, I am grateful for my internship experience and I will undoubtedly be translating lessons learned well into my career. C3 AI's internship program has been the perfect place for me to learn the ropes of a software company and expand my understanding of other industries. I am honored to have worked with such friendly and intelligent people and I look forward to seeing C3 AI continue to grow and succeed.

Maddy Li interned with our Forward Deployed Engineering team in Redwood City. Maddy is currently a Senior at the Massachusetts Institute of Technology (MIT) studying mathematics and urban planning with computer science. When not working, Maddy enjoys writing jokes, reading self-help while ignoring the advice, and hiking.

Disclaimer

C3.ai Inc. published this content on 15 October 2021 and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on 15 October 2021 18:41:05 UTC.

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Building trust with resistant supervisors requires effective communication, emotional intelligence, and addressing concerns.

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13 Tips To Smoothly Transition Into A Leadership Position

It's exciting—and may seem a bit awkward at first—when you've just been promoted to a higher position and will be supervising your fellow teammates or work buddies.

To make the transition much easier, new executive leaders must communicate their values effectively in order to establish clear expectations and boundaries. However, staying true to yourself, offering your new subordinates a safe space to share their suggestions or concerns is also key. Managers who lean in to support employee growth will offer a different perspective of upper management and employees will appreciate those efforts in the long run.

Below, 13 Forbes Human Resources Council members provide additional advice on how new mid-level colleagues can transform into trusted and collaborative supervisors.

1. Establish Boundaries

It is important to establish norms and boundaries from the start. Your relationship will change, so it will be important to have a frank and direct dialogue about your new role in the team. Be open to suggestions and establish clear ways of how you will manage any conflict. Ask that they put themselves in your shoes and you do the same. Be patient and ensure you have regular check-ins to adjust. - Katya Laviolette, 1Password

2. Share Your Values

Be clear and upfront about your values as a leader. Have a conversation to establish working agreements on areas, such as communication, role clarity and delegation of responsibilities. Doing this allows clear boundaries to be set in a collaborative manner while not losing the intent behind the exercise. - Kim Blue, OpenExchange

3. Maintain Mutual Respect

Start to separate your professional life from your personal life. You are a supervisor for professional work and you are still their friend or partner in a social situation. This is a hard transition, but if you maintain mutual respect, this role adjustment will be a success. - Dinesh Sheth, Green Circle Life

4. Think Like A Supervisor

I always advise employees that the easiest transitions happen when you have a supervisor mindset prior to the promotion. Being steadily above reproach, adhering to policies and being considerate of others reduces the number of differences the team has to adjust to in your new role. Open-ended questions like "What do you expect from me as a supervisor" or "How can we make things better" can also promote buy-in - Tiersa Smith-Hall, The Hartling Group

Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify?

5. Get To Know Your Peers From A New Perspective

First, get to know your peers from the perspective of a leader and establish clear expectations. Second, remain objective, trust their ability to do the work and champion their growth. - Loren Rosario-Maldonado, Claro Enterprise Solutions, Inc.

6. Be Supportive

It would be a mistake to ignore this change. Instead, address your team members and let them know that you look forward to supporting and helping them in their growth and success. Even better, ask them how you can start helping. Next, identify improvements that provide quick wins or deliver impact to the team. This not only asserts your position as a new manager, but it also helps establish momentum. - Gregory Pontrelli, Lausanne Business Solutions

7. Stay Transparent

It's important to acknowledge that it may initially be awkward, but having honest, transparent conversations with your team can help address that. Leaving space for your former peers to feel heard and supported will build trust in you as a leader. At the same time, it's important to draw some boundaries that may not have been there before so that in time, you can also earn their respect. - Katya Daniel, Golden Hippo

8. Be An Active Listener

Expect the relationship between you and your former co-workers to change after being promoted to their supervisor. It is important to reestablish boundaries and collaborate on goals and expectations with your direct reports through regular one-to-one meetings and wider team meetings. As a new supervisor, listen more to lean in on the appropriate level of support and empowerment for all to thrive. - Sherry Martin, Government Administration

9. Schedule One-On-One Meetings

Typically, employees who are promoted to supervisors of their peers already have strong interpersonal and leadership skills. When employees assume a supervisory role, they should not lose themselves and try to become someone else. However, they should establish authority by having one-on-one meetings to address any concerns and share their expectations and goals. Be an active listener. - Niki Jorgensen, Insperity

10. Rely On More Than Formal Authority

It's important not to overly rely on formal authority in this situation. The key is to establish trust and to exercise influence by creating a culture of inclusivity and inquiry amongst former peers. Let peers know that you don't have all the answers and that you value their input and advice. The more power a supervisor is willing to share with former peers, the more influence they will command. - Heide Abelli, Boston College

11. Work For Your Team

Most important is to respect and honor the work, especially the teamwork, that was done to facilitate your promotion. Maintain constant communication with your new team to ensure they know you are now working for them in addition to with them. Then leverage the intimate knowledge of what those other people like and dislike, and what their strengths and weaknesses are, in order to double-down on the positives and eliminate the negatives. - Bryan Passman, Hunter + Esquire

12. Engage In Leadership Coaching

Transition doesn't happen overnight, and even butterflies take months before taking flight. I usually have managers identify those up for promotion early on, then work with those people in training and coaching sessions leading up to and after their promotion. This helps to prepare for the shift in their mindset before and after they get promoted by allowing them to have the proper training before the transition. - Kelly Loudermilk, BuildHR, Inc.

13. Determine How To Evolve The Relationship

Change can be jarring, so don't just focus on what you'll do differently. Focus on what needs to stay the same as well. The best colleagues, and leaders, are great listeners and partners. So, ensure that the foundation doesn't shift as your role does. In order to make things work for both parties, have a conversation about how to successfully evolve the relationship together. - Nicole Fernandes, Blu Ivy Group

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Resistance to new technology can be driven by psychological factors like fear, loss of control, and insecurity.

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The Right Way To Evaluate A Technology Solution For Your Organization

Founder and CEO at Ludi, Inc., a healthcare technology company making it easy for hospitals to pay physicians.

Selecting a new technology for your company can be daunting. Organizations usually begin this process with a desire to either streamline or solve specific pain points. Regardless of your specific needs, implementing new technology will involve change. For your organization as an entity, change can be great. Change can reduce inefficiencies and errors, as well as usher in new opportunities. But for the people who work for your organization, change can trigger anxiety and ultimately resistance to the new technology. Here are six things to keep in mind when evaluating new technology:

1. Identify your problem. It sounds simple, but many organizations jump straight to the solutions they find appealing. If you focus on the true problem you’re trying to solve, you will stay goal-oriented while searching for a vendor.

2. Keep an open mind. You may have seen a solution you find appealing, but remember that you don’t know what you don’t know. The technology partner you choose should be an expert in the field and may offer you products that you didn’t even know existed. Stay open to new ideas and solutions. One of the things I’ve noticed is prospective clients saying, “We can’t buy this product unless it handles this exact case we’re trying to solve for.” That’s not always the most effective approach because it doesn’t take all the variables into consideration. For example, my company works with hospitals to streamline complex physician payment structures. The hospital may have had the doctor recording their time one way because they were using a paper system and approvals needed to be checked in a certain manner for that doctor to get paid. Once you eliminate paper, though, in that particular scenario, everything is up for discussion – not just the way doctors record their time, but the entire physician payment process at the hospital. Rigidity will not benefit you when evaluating new technology.

3. Get your people on the same page. Meet with department heads to pull together all the pain points that need to be solved. You must be comprehensive during your internal review because needs come out differently across different departments. You may not be able to solve everyone’s problem with the new technology, but it’s important to align your team before you bring in a vendor. Then prioritize your needs. Once your departments agree on the priorities, be clear with your team on who is making the final decision. Departmental input is important, but knowing who the purchaser is within your organization is equally important. Remember: Don’t lose sight of why you're buying this technology. Keep the ultimate purpose in mind.

4. Consider internal change management. Change is difficult for many of us, so it’s important to stop and consider the people who will be affected by this change. Resistance to change can originate from any of the following: loss of control, insecurities about competence, feeling defensive about past work, concern about more work and general uncertainty. Be proactive in preparing your staff for a change, because all of these responses tend to have a ripple effect in corporate cultures.

5. Focus on the future. If you’ve ever bought a house, you know that there are things you didn’t know you needed until you lived with your investment for a few years. Technology is no different. You may have a list of goals for your business, but there is no telling what you’ll need 10 years from now. The best technology partner will be flexible enough to support your organization as it grows. How can you find a partner with this type of future-focused outlook? See point number two.

6. Listen and be patient. The people delivering technology solutions in the market are experts and can offer you insights into the industry. I suggest finding a solution that can handle 90% of what you need out of the box. Work with your solution provider and try their out-of-the-box solutions for 90 days before you decide what you need next. Make sure the product you choose is flexible enough to grow with your business, but resist over-customizing the product because that can back you into a corner.

Technology solutions truly can help you streamline and standardize your business. Time spent organizing what problem you are trying to solve will make the search much more efficient. While there may not be a solution out there that does everything you hope to accomplish, keep an open mind and you'll find a solution that's right for your specific needs.

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To overcome these factors, provide transparent communication, involve employees in decision-making, and offer training and support.

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Three Change Management Priorities For Seamless GenAI Deployment

President & CTO at ContractPodAi.

There is no question that generative artificial intelligence (GenAI) is emerging as a powerful, transformative force in today’s business. In its 27th Annual Global CEO Survey, PwC looked at how GenAI would significantly change how organizations operate. They concluded the technology is "approaching a critical juncture, seemingly poised to transform business models, redefine work processes and overhaul entire industries."

In the next year, more than 50% of CEOs surveyed said they expect GenAI to "enhance their ability to build trust with stakeholders," while roughly 60% expect it to "improve product or service quality." Within the next three years, nearly 70% also anticipate that GenAI will "increase competition, drive changes to their business models and require new skills from their workforce." The lasting business impacts that CEOs expect from the technology include boosted efficiency and increased time-to-revenue.

Generative AI comes with a low barrier to entry, empowering organizations to start small and grow their usage of this technology over time. Because of this, I recommend starting with a particular use case and scaling it to the greater organization from there. The secret to the scaling process is for senior leaders to keep a close pulse on their change management efforts. After all, if your organization does not have a smooth adoption and implementation process and is neither aligned nor trained sufficiently around new technology, you'll likely fall short of reaping the full ROI from your digital investment moving forward.

Here are three change management strategies to keep in mind if you’re planning to embrace GenAI in your organization.

Taking A Phased Adoption Approach

Integrating AI into the day-to-day work of the organization necessitates a simple and seamless adoption process. To foster this digital transformation, senior leaders should consider a phased approach that sees AI deployed gradually and refine processes as needed. This gives employees time to familiarize themselves with the technology to maximize its benefits and minimize its disruption to the business.

Additionally, they can build a digital infrastructure characterized by robust digital resources, dedicated support teams and user feedback loops. All of this goes a long way in preventing the problems that typically arise in the adoption process.

Fostering A Culture Of Trust

Another change management strategy is mitigating organizational resistance around AI. This is achieved through clear and direct communication about the business objectives and expected outcomes of AI adoption, and an open discussion about the collaborative partnerships that can form between employees and the technology.

Transparency is key here. On top of establishing these lines of communication, senior leaders should ensure that AI solutions are designed with security, transparency and accountability measures in place. It’s also important for employees and customers to be assured that their data privacy will continue to be top of mind as the technology becomes further scaled to be used within day-to-day workstreams. Be sure to communicate that protocols and guidelines will evolve in the spirit of fostering an ethical and socially responsible AI culture. All of this translates to more support and buy-in across the enterprise.

Redesigning Career Paths And Skills

The advent of GenAI does not have to mean the disruption of traditional job roles but rather a redesign of professional skills and career paths. As AI is gradually integrated into everyday operations, employees should be taught new skills, allowing them to leverage the technology to its fullest.

Some examples of this include advanced training in applied AI, machine learning (ML) and natural language processing (NLP). As AI scales to take on both repetitive and complex tasks, organizations should concentrate on bolstering employees' built-in business instincts and reinforcing their natural human skills. This involves nurturing areas such as business creativity along with strategic and critical analytical abilities and enhancing emotional intelligence within the workplace. This effort should be coupled with a special focus on fostering employees' continuous improvement.

At the end of the day, having a successful digital transformation journey calls for prioritizing the change management strategies mentioned above and exploring other best practices.

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Organizations can increase the likelihood of successful technology adoption by taking a phased approach and prioritizing change management.

Leaders should prioritize people and ideas, building a positive work culture that values emotional intelligence, empathy, and effective communication.

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Content: Although it is common for business leaders to take inspiration from successful sports coaches, former Arsenal manager Arsène Wenger — himself a regular speaker on the corporate circuit — believes lessons from sport aren’t easily transferable to most organisations.

“Players have to be as close as possible to 100% of their potential to be efficient,” Wenger is quoted as saying. “That is not the case in daily life.”

Certainly, the role of talent separates sports teams from banks, or law firms, or even startups. Not least because the hierarchy of compensation is flipped, with many players earning in a week what their coach earns in a month, or what the club directors earn in a year. But Wenger is getting at something deeper, a point taken up by Financial Times journalist Simon Kuper.

“Sport isn’t a useful model for business,” Kuper writes. “Corporations are based on the concept of replaceability. [Employees] don’t need to be highly talented. They just need to be good enough.

A corporation succeeds thanks to efficient processes, not extraordinary talent. In most jobs, creativity and extraordinary talent only cause trouble.”

Interestingly, Kuper’s emphasis on process and replaceability chimes with common fears around AI and automation, with many digital transformation initiatives encountering resistance and scepticism from employees fearing job displacement — often justified.

Irish workers at risk

By 2030, management consultancy firm McKinsey predicts automation will impact at least 375 million jobs worldwide, while the recent OECD Skills Strategy Report notes Irish workers are at risk of falling behind as workplaces and technology evolve faster than skills and capabilities.

If we accept Kuper’s version of a corporation, surely more AI and automation will lead to increased organisational downsizing and even less emphasis on creativity and extraordinary talent.

Thankfully no. Or at least, not entirely. While the process-over-people organisation Kuper describes may have been common in the past — and still exists to an extent — IMI research shows top organisations have never been more committed to their people, with AI and automation an enhancer of their creativity rather than a replacement.

After studying the digital transformation efforts of multiple organisations, IMI found the biggest enabler of project success was not the technology itself, but the organisational and leadership structures.

Empowered by supportive leadership, agile and cross-functional teams utilised cutting-edge project management techniques to test and iterate in an environment of psychological safety, with creativity and innovation at the forefront.

Emphasis on continuous learning

The most successful teams were not necessarily AI or technology experts, but their organisations placed a strong emphasis on continuous learning and upskilling, allowing them to adapt more easily to new technology and ways of working.

Crucially, rather than being processed-obsessed, these teams were output-orientated, customer-centric focused on high performance. Tony Moroney, programme director for IMI’s digital leadership diploma and AI for C-Suite programme, believes the biggest challenge to be overcome when it comes to technology and digital is mindset.

When people hear digital transformation they tend to focus on the digital side rather than the transformation side, when really it’s just using digital tools to deliver this transformation and provide a better experience for customers.

"But it’s vital to look at digital transformation as a strategic imperative, and not just as a technology project.”

Recall the words of Colonel John Boyd, the US Air Force pilot and military strategist, who would routinely bark: “People, ideas, machines — in that order!” Boyd believed project success with technology came from the intersection between people and technology, and the ideas of those people, not from the technology itself. In other words, instilling a culture of innovation.

New opportunities and challenges

However, fostering that environment is not easy. The business landscape is being reshaped by automation and AI in unprecedented ways. This brings forth new opportunities and challenges for leaders, who are tasked with driving their organisations through technological adoption while meeting the changing needs of an evolving workforce.

Organisations must shift from technology infrastructure investment to value realisation, but these opportunities can only be realised when the cultural and organisational challenges are met.

For example, a recent Microsoft survey noted over half of Irish workers feel their leadership team is out of touch and that workplace culture has deteriorated in the hybrid environment. Burnout, not enough focus time, and too many tasks and meetings were also cited as challenges.

On the flipside, a recent Deloitte survey noted C-suite leaders found the main obstacle hindering their organisation’s progress towards digital transformation was lack of workforce skills and capabilities, followed by mindset and cultural shift.

In terms of overcoming these challenges, the adoption of digital solutions like AI should help organisation address the productivity pressure points mentioned above, reduce risk of employee burnout and improve the employee experience.

Crucially, leaders must encourage a culture of continuous learning and experimentation, where employees are empowered to embrace change and adapt to emerging tools and trends, along with equipping the workforce with new skills and capabilities. Otherwise, workers may get left behind, as the OECD recently warned.

While technology should be used to increase productivity rather than a means to replace people, technology can and often does replace people — this is the history of automation. Thus upskilling and lifelong learning initiatives are so vital: empowering and increasing the capabilities of a hugely diverse group of workers, including leaders themselves.

Jobs threat

Because automation and AI threaten jobs higher up the food chain than ever before, leaders are also at risk of being left behind, unless they equip themselves and their teams with the necessary skills and capabilities to navigate the rapidly evolving landscape.

The demand for a better understanding of these implications has led IMI to create their AI for C-suite half-day programme, featuring immersive workshops providing scenarios where senior leaders will work through the implications and challenges of embedding AI into their businesses.

The need for programmes such as these is especially crucial, considering the growing divide between workers and leaders in many organisations and the unprecedented complexity we face.

AI is likely to be the defining technology of our time, with the potential to free us from digital debt, fuel innovation and transform how organisations operate and interact with their employees. Rather than diminishing creativity and extraordinary talent, quite the opposite effect occurs. Freed from process obsession, workers can finally perform to the standard of high-level footballers.

At least in theory.

  • Ben Davern leads research and insights with IMI

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Organizations can create an environment that supports new technologies and addresses employee concerns.

Addressing resistance to new technologies requires a comprehensive approach that considers employee concerns, needs, and emotional factors.

Organizations can increase successful technology adoption and build a positive work culture by educating employees, involving them in decision-making, and prioritizing emotional intelligence and communication.

Emotional intelligence is crucial in the workplace as it helps leaders build strong relationships and create a positive environment.

Emotional intelligence is essential for resolving conflicts and building trust, and can be developed over time through practice and self-awareness.

Title:

Content: Your essential guide to improving emotional intelligence at work

Emotional intelligence is a set of essential life skills that you can apply in the workplace to resolve and prevent conflict, support team members, and motivate yourself and others.

Have you ever wondered what kinds of habits and behaviors might benefit your work life? Is there a quality common amongst inspiring and helpful team members and leaders? Enter emotional intelligence.

Emotional intelligence is a way of keeping yourself in check and cultivating mindfulness that you can apply to your work environment.

The following page will teach how to develop emotional intelligence and explain how it can help you in everyday situations.

What is emotional intelligence?

Originally coined in 1990 by psychology professors John D. Mayer and Peter Salovey, the term "emotional intelligence" has entered the public vocabulary in recent years. It is a concept we casually reference in everyday speech or discuss in popular culture. But what is emotional intelligence?

Emotional intelligence is awareness of both one's own emotions and those of other people. People with high emotional intelligence possess strong communication, listening, and conflict resolution skills.

Emotional intelligence is useful in everyday situations where emotional management and awareness are at play, such as helping a friend mourn personal loss, listening to your partner talk about a frustrating work conflict, or communicating your emotional needs to a family member.

You might want to improve your emotional intelligence skills if …

Low emotional intelligence can create problems in your life and relationships with others. Some indicators that you may have low emotional intelligence might include:

  • Frequent conflicts with other people that originate with your or their emotional responses
  • Difficulty accepting or receiving feedback that may be meant to be helpful
  • Struggling to move forward due to feeling down on yourself
  • Frequently becoming agitated by unimportant or petty matters

Why does emotional intelligence matter at work?

Emotional intelligence can significantly influence many aspects of your work life, including your:

  • Concept of self as a professional
  • Professional/work relationships
  • Performance on the job
  • Feelings of fulfillment from your work

Cultivating emotional intelligence can have a positive impact on these aspects of your daily work life. In contrast, letting your emotional intelligence go by the wayside can negatively impact your work life.

Emotional intelligence is an essential element of self-fulfillment, both on and off the job.

Benefits of improving emotional intelligence skills at work

Higher emotional intelligence can reap high returns in the workplace. The potential benefits of improving your emotional intelligence may include:

  • Improved skills at de-escalating and resolving conflicts
  • Stronger professional relationships with team members and superiors
  • Better skills at defining and enforcing professional boundaries in the workplace
  • More focused on work and better time management

Setbacks of having low emotional intelligence skills at work

Conversely, low emotional intelligence skills can unnecessarily complicate your workplace life, causing you to miss out on opportunities or even get in trouble. Examples of negative consequences you may experience include:

  • Conflicts with coworkers over unimportant matters
  • Coworkers avoiding you or feeling disinclined to collaborate with you
  • Difficulty getting those working under you to complete important tasks
  • Missed opportunities for advancement or high-profile projects

How to practice emotional intelligence during your workday

The important thing about emotional intelligence skills is that they represent a constant process rather than attaining perfection. It is through practice in real life rather than detached understanding that you can refine your emotional intelligence skills.

The present moment is the best time to practice emotional intelligence skills because it constantly offers opportunities where you need to use emotional intelligence to troubleshoot certain situations or problems. And there are five main components to emotional intelligence skills:

  • Self-awareness
  • Self-regulation
  • Intrinsic motivation
  • Empathy
  • Social skills

1. Self-awareness

Self-awareness is the ability to take ownership of your mental and emotional state. This is an important emotional intelligence skill because it allows you to:

  • Understand your side of an emotional exchange with another person
  • Recognize the connection between your actions or words and your emotions
  • Stop for a minute to take stock of how you are feeling

In a way, self-awareness is the ultimate tool for living in the present because it allows you to understand what is happening internally. You will find it easier to communicate clearly and calmly what you are feeling when you are self-aware.

ZDNet to Divya Robin: What strategies and practices can you use to have greater self-awareness throughout your workday?

  • "Be aware of your emotions. They help you identify your triggers. When you are feeling triggered, it will impact the way you engage with others or your ability to focus. Common emotional triggers in the workplace are feeling criticized, rejected, unheard, unwanted, or questioned/challenged. Self-awareness on an emotional level will help you identify when you are feeling triggered so you don't impulsively react (e.g. with rage, passive aggression, the rude email), but thoughtfully and intentionally respond.
  • "Embrace being human. Being human innately comes with being imperfect. Trying to be perfect at everything is a form of denying your reality as a human. Self-awareness comes with understanding the inevitabilities of being human, and one of them is messing up. Use times that you fall short as an opportunity to activate your growth mindset (using your flaws as a way to grow and develop vs. remaining stuck and giving up) so you can continually strive to be the best version of yourself while acknowledging your humanness.
  • "Check in with your energy levels at the start of every day before making your to-do list. We are a society that loves our 'to-do' lists. While I know that writing prioritizes can be helpful, we often don't incorporate the ebbs and flows in energy levels when doing this practice. Some days, you may need to take it slow (e.g. if you are in a bad mood, feeling anxious, or had a bad night of sleep) and your priority list should reflect this. Self-awareness of your energy levels leads to you setting realistic expectations about what you can accomplish that day, instead of setting yourself up for disappointment."

2. Self-regulation

Self-regulation is the ability to regulate your emotional responses to things. This emotional intelligence skill is important because it allows us to:

  • De-escalate conflicts and avoid unhealthy emotions such as resentment after they end
  • Prevent ourselves from becoming unnecessarily upset or unhappy by unimportant matters
  • Stop ourselves from becoming physically or emotionally violent with others

To understand self-regulation's importance, think about how much we take it for granted. What if you flew off the handle whenever someone took your parking spot or gave you an odd look? Self-regulation keeps us grounded and therefore better equipped to handle workplace conflicts composedly.

ZDNet to Lisa Bahar: What strategies, and practices can you use to self-regulate your emotions and thoughts throughout your workday?

"Emotions are connected to thoughts, meanings, and interpretations of an event. Be aware of what you are thinking.

"Practice observing your thoughts as thoughts, rather than your thoughts as facts. Often, our thoughts aren't factual to what's actually happening in the moment. Check the facts of your thought to confirm they're accurate. Many times, one may find themselves reacting to a situation that's prompted by a thought that isn't a fact.

"If you are reacting to a situation in a disproportionate way, there is most likely more to the situation that is triggering you to react. Take a step back and observe what's going on inside yourself and outside yourself that's prompting the strong emotional reaction."

3. Intrinsic motivation

Intrinsic motivation is a crucial element of emotional intelligence that relates to how we set goals for ourselves. When you are extrinsically motivated to do something, you do it out of fear of the external consequences of not doing it, such as your boss becoming upset with you. In contrast, intrinsic motivation comes from within and our sense of needing to do things for ourselves rather than others.

Practicing intrinsic motivation essentially develops self-motivation. When you feel self-motivated, you find it easier to set goals and hold yourself accountable to them. Learning intrinsic motivation makes you a natural achiever.

ZDNet to Divya Robin: How can you tap into your intrinsic motivations for working?

  • "Understand your passions and values in the workplace. When you allow your passions to drive your energy in the workplace, you will feel purposeful and more positive. Tuning in to your values can be a way to create motivation where you're working toward things that are important to you.
  • "Tap into your altruism. Human beings feel good helping others, and altruism is a universal experience. Try to make decisions for the greater good to support those around you instead of trying to bring them down or be 'better' than them. Doing this can also increase positive relationships in the workplace and in turn influence your overall well-being.
  • "Be creative and step out of your comfort zone. The more you practice curiosity, the more you're breaking your internal beliefs of 'doing for a reward,' and shifting it to 'doing to learn more.' The former is rooted in accomplishment and praise, and the latter is rooted in going out of your comfort zone and embracing your humanness."

4. Empathy

Becoming more emotionally intelligent absolutely requires you to cultivate empathy. Empathy comes from a shared feeling of humanity.

To feel empathy for someone else, you must take a moment to not only sympathize with their perspective but to try to understand their emotional state as another person. It is easier to stop yourself before saying something unkind or inconsiderate when you feel empathy for someone.

Practicing empathy can make it easier to:

  • Help coworkers during personal difficulties
  • Be a supportive team member or leader when your organization is experiencing difficulties
  • Facilitate conflict resolution between two or more team members

ZDNet to Divya Robin: What practices can you implement to become more empathetic toward coworkers and managers?

  • "Check in on how your co-workers are doing. Especially over the past two years, people have experienced more stress, anxiety, and depression than ever before. Mental health has been hard to manage for many, but in the workplace, people are often expected to "function as normal." This can lead to feeling burnt out and depleted, especially when keeping this all to yourself. Ask your co-workers or managers how they are doing. If you notice that they are overwhelmed, normalize their experience and if you have the capacity, ask them if you can help them with some tasks.
  • "Normalize talking about feelings. Everyone has emotions, but due to stigma (especially in the workplace), people hide their emotions. Many people think that sharing something like "I'm feeling overwhelmed with my workload right now" or "Tomorrow's presentation is giving me anxiety" is unprofessional. People can't "turn off" being human for the 40+ hours they work weekly, so instead of pretending to not have natural human emotions, start normalizing your emotions."

5. Social skills

Social skills refer to our ability to follow social conventions and use tools such as levity, politeness, and friendliness when interacting with others. Good social skills allow us to remember what is off-limits or irrelevant in our interactions and what would instead help us get along with others effectively.

Good social skills can encompass some of the following positive acts you can practice in the workplace:

  • Making small talk with team members and asking them how they are doing
  • Using appropriate humor at meetings to make communicating easier
  • Organizing outside social events or work parties with team members

ZDNet to Lisa Bahar: What social skills can you practice in order to have more productive, thoughtful interactions at work?

  • "Self-disclose mindfully, and keep it balanced to what the other person is sharing.
  • "Avoid interrupting.
  • "Read, study new ideas, and be engaged in life with new information you can share when you speak to someone."

In conclusion

It can feel difficult to discuss emotional intelligence. No one has perfect emotional intelligence. Emotional intelligence is and of itself a humbling concept. Practicing it well means recognizing that you are never truly "done". But remember: emotional intelligence is just as much the art of checking in on yourself as it is of showing consideration for others.

Divya Robin, MHC-LP

Divya Robin, MHC-LP, is a psychotherapist, media contributor, mental health advocate, and educator in New York City who holds two master's degrees from Columbia University. She specializes in working with adults who are feeling stuck — dealing with anxiety, depression, self-esteem, relationship issues, and life transitions. Her mission is to talk about mental health in an applicable and real way to encourage others to prioritize their mental well-being. She is the founder of @mindmatterswithdiv, an Instagram platform with 40k+ followers where she posts daily about emotions, relationships, and transitions in a real and digestible way.

Lisa Bahar MA, LMFT, LPCC

Lisa Bahar is a licensed marriage and family therapist, licensed professional clinical counselor, and a student at Pepperdine University's Graduate School of Education and Psychology, Ph.D. in Philosophy and Global Leadership and Change program, Cohort 2020. Lisa Bahar provides psychotherapy to individuals, couples, and families and specializes in treating addiction, mood, and personality disorders.

Leaders can foster a supportive work environment by prioritizing emotional intelligence and effective communication when adopting new technologies.

Emotional intelligence is crucial for addressing resistance to new technologies in the 21st century Luddite movement.

Developing emotional intelligence helps leaders improve relationships, job satisfaction, and create a positive work environment.

The key to successful technology adoption is prioritizing people, culture, and emotional intelligence over technology.

To build rapport with supervisors opposed to new technologies, identify the problem and stay goal-oriented.

Keeping an open mind and considering internal change management can also help address potential resistance to new technology.

Focusing on the future and finding a flexible technology partner can help address resistance to change by trying out-of-the-box solutions.

Clear communication and transparency are key to successful technology adoption.

By prioritizing emotional intelligence and effective communication, interns can build a strong rapport with supervisors and increase the likelihood of successful new technology adoption.

Understanding the reasons behind opposition to new technologies is essential in the 21st century Luddite movement.

Organizations can increase the likelihood of successful technology adoption by educating users, involving them in decision-making, and communicating effectively.

The key to successful technology adoption is prioritizing people and ideas over technology and building a positive work culture.

Emotional intelligence is crucial in building a positive work culture as it enables leaders to connect with others and make informed decisions.

Emotional intelligence is essential for resolving conflicts and building trust, and can be developed over time through practice and self-awareness.

Leaders can foster a supportive work environment by prioritizing emotional intelligence and effective communication when adopting new technologies.

Emotional intelligence is crucial for addressing resistance to new technologies in the 21st century Luddite movement.

Developing emotional intelligence helps leaders improve relationships, job satisfaction, and create a positive work environment.

The key to successful technology adoption is prioritizing people, culture, and emotional intelligence over technology.

To address 21st century Luddites' concerns, it's essential to understand the reasons behind their opposition to new technologies.

The key to successful technology adoption is prioritizing people, culture, and emotional intelligence over technology.

Organizations can create an environment that supports new technologies and addresses employee concerns.

Addressing resistance to new technologies requires a comprehensive approach that considers employee concerns, needs, and emotional factors.

Effective communication is crucial when introducing new technology, as it mitigates risk and ensures all stakeholders understand its implications.

Clear communication is key to successful technology adoption, requiring regular updates to all stakeholders.

Leaders can foster a supportive work environment by prioritizing effective communication, addressing employee concerns, and adopting new technologies.

Effective communication is crucial for the 21st century Luddite movement to address concerns and build rapport with resistant supervisors.

Developing effective communication skills helps leaders improve relationships, job satisfaction, and create a positive work environment.

The key to successful technology adoption is prioritizing people, culture, and emotional intelligence over technology.

To build trust with resistant supervisors, identify the problem and stay goal-oriented.

Keeping an open mind and considering internal change management can also help address potential resistance to new technology.

Focusing on the future and finding a flexible technology partner can help address resistance to change by trying out-of-the-box solutions.

Clear communication and transparency are key to successful technology adoption.

Understanding the reasons behind opposition to new technologies is essential in the 21st century Luddite movement.

The key to successful technology

The key to successful technology