Do we need emotional intelligence? How are you managing change in the organisation?

As a wellbeing practitioner and healthcare consultant for the National Health Service in the United Kingdom, I treated patients suffering with anxiety, other mood disorders, long term health conditions and phobias.

Many were distressed due to the demands of the workplace, due to poor leadership, toxic working relationships and poor communication regarding change. Many other patients suffered with depression after receiving a new diagnosis, or from poor relationships or the loss of a loved one or a job.

We have a range of situations and incidents that can trigger anxiety and depression, but very little is done to bring awareness to the symptoms.

Change is a constant in the business environment, especially with the volatility in the market and the shift to online purchasing. Many brick and mortar stores have reduced human capital leaving many employees with the fear of change. Organisational leaders can make employees insecure, afraid and threatened when changes are forced, not communicated properly.  Change is emotional.

The change curve is best explained on this link.

“As someone needing to make changes within your organization, the challenge is to help and support people through these individual transitions, which can sometimes be intensely traumatic, and involve loss of power and prestige… and even employment.The easier you can make this journey for people, the sooner your organization will benefit, and the more likely you are to be successful. However if you get this wrong, you could be heading for project – and career – failure.”

When organisationsal leaders lack the insight to manage their human resources they can affect the organisation’s culture negatively.

Many of the clients referred to the NHS reported various levels of panic due to high uncertainty in the workplace, high demands, inability to learn new systems and poor restructuring of management.

Others reported bullying and various discriminatory practices and in some cases these were sometimes those on executive boards too.

During my clinical practice, I decided to shift my focus on the organisation’s culture. Since I managed quite a lot of shifts, transitioning from life in the Caribbean workplace (very laidback) to working in the United Kingdom, managing my own caseload of clients in a target-driven fast-paced environment.

Therefore, my directed focus is on team dynamic and the organisational structures that govern output, including the use of management systems to measure performance. The   organisational culture must have clear messages about the expectations, maintain leadership, measure alignment with your vision and mission and stay focused on business objectives.

I have developed measurements for emotional intelligence competencies and when I tested over 77 UK execs, managers and health-care practitioners I found a direct directly correlation to their ability to think innovative. During this research I found there was no significance with the organisational culture and innovation, but if the participants had higher scores on leadership competencies, they would do well.

Want to try this test today, message me for a free sample.



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