The new work place is highly dynamic and ever evolving. Most of the academic institutions fail to recognise the demands of the twenty first century work place and churn out students who fail to apply what they learn in the classrooms. The unhealthy competition and over focus on individual performance stresses out most of the learners and this leads to many unhealthy habits among early youth. Reduced attention span in classrooms leading to a decline in conceptual understanding and disruptive academic environment.
CARSEL have been engaging with early youth for more than a decade, and our experience on the ground makes it amply clear that the covid pandemic has accentuated the problems further. The new work place requires collaboration skills over individual performance. They struggle with team work, fail to meet deadlines, are unable to undertake responsibilities and their attrition rate in the workplace is very high. The early youth need more support in building and practicing skills of collaboration, resilience, empathy and compassion. Instilling in them a sense of curiosity and the willingness to experiment can take away the burden of performance and help them become enthusiastic and motivated at the workplace. Understanding and practicing constructive criticism and positive reinforcement can go a long way in building an engaging work collaborative, and warm workplace relationships.
Empathetic Leaders with high emotional intelligence (EQ) are vital to fostering a positive, productive work environment. By genuinely understanding and addressing their team’s emotional needs, these leaders can create a culture of trust, collaboration, and mental well-being. Emotional intelligence (EQ) is the ability to recognize, understand and deal skillfully with one’s own emotions and the emotions of others. Concept of emotional intelligence, five key elements are: empathy, effective communication/social skills, self-awareness, self-regulation and motivation.
Empathetic leaders are more likely to listen actively and support their team through challenges, which can significantly improve morale and job satisfaction. Leaders with strong communication skills can clearly articulate ideas, listen effectively, and respond appropriately to others. Social skills also come into play here, as they allow leaders to navigate social dynamics, resolve conflicts, and motivate people in ways that build strong, cohesive teams.
Self-aware leaders understand their own emotions, strengths, and weaknesses. This awareness allows them to make more thoughtful decisions and remain grounded in the face of stress or pressure. It also helps them identify areas for personal growth and development.
The ability to manage one’s own emotions, especially in challenging or high-pressure situations, is crucial for leaders. Self-regulation means being able to control impulses, stay calm under stress, and respond to situations thoughtfully rather than react impulsively. This trait often leads to better decision-making and conflict resolution.
Emotionally intelligent leaders are not only motivated themselves but are able to inspire and motivate their teams as well. They have a strong inner drive to pursue goals with enthusiasm and persistence. They also understand how to align their team’s individual goals with broader organizational objectives, fostering a sense of shared purpose.
Reaching out and supporting each other in times of difficulty is a culture that need to be instilled in every employee, as it helps in taking ownership of individual actions and aligning the self with the vision of the organization.
This understanding helps in creation of supportive and enriching environments for the unhindered development of our future organizations.