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(By Otero and Maurizio) The primary issue, which few are willing to acknowledge, is becoming more overt in today's business landscape. Experts like Goleman, Morin, and Renvoise are no longer tiptoeing around it. What if the problem isn't the cost, the business flow, the Excel sheets, or the returns? What if the real issue is you? Or the emotional intelligence of your CEO, your CFO? Within the intricate web of the business world, emotions play a pivotal role in decision-making, interpersonal interactions, and organizational climate. Often, issues such as ego, anger, and fear manifest as seemingly rational excuses, hindering the potential for coherent actions that drive change and improvement within organizations.
(By Otero and Maurizio) The primary issue, which few are willing to acknowledge, is becoming more overt in today's business landscape. Experts like Goleman, Morin, and Renvoise are no longer tiptoeing around it. What if the problem isn't the cost, the business flow, the Excel sheets, or the returns? What if the real issue is you? Or the emotional intelligence of your CEO, your CFO? Within the intricate web of the business world, emotions play a pivotal role in decision-making, interpersonal interactions, and organizational climate. Often, issues such as ego, anger, and fear manifest as seemingly rational excuses, hindering the potential for coherent actions that drive change and improvement within organizations.