3 Reasons Content Writing May be More Important Than Ever
When the Covid-19 pandemic first began, businesses across virtually all industries were forced to limit spending however possible. This naturally impacted content writers. Many business owners, from the heads of major corporations to local shop owners, felt they could reduce spending by limiting their content marketing efforts until they were able to financially recover.
This worried many content writers. However, current trends indicate content writing is poised for a major comeback.
This is relevant news for both writers and business owners. For writers, this trend indicates more work will be available in the coming months. For business owners, the resurgence of content writing illustrates the value of coordinating with strong writers to publish valuable content. This can give a business a significant edge over the competition, when many have scaled back their content publishing.
The following points all support the belief that content writing and publishing will become increasingly important in the near future:
Increased Internet Usage
Content writing has long been valuable in the digital age because people tend to find businesses by conducting relevant online searches. When a business publishes strong content, its pages have a better chance of ranking high in search results, leads will be more likely to perceive a business as authoritative, and the business can cast a wider net in general.
These points may be truer than ever. Research indicates that Internet usage surged during the Covid-19 pandemic, with many Internet services seeing usage rise by 40% to 100%.
This surge likely impacted the degree to which Internet users engage with content. Quite simply, the more time someone spends on the Internet, the more digital content they’re going to consume.
The Startup Boom
Given the degree to which the pandemic has impacted businesses across the globe, understandably, many assume that fewer startups are emerging in recent months when compared to pre-pandemic trends.
Surprisingly, though, we appear to be in a “startup boom.” In fact, according to John Haltiwanger, an economist at the University of Maryland who coordinates with the U.S. Census Bureau to monitor new business creation, applications for new businesses reached a record high in the third quarter of 2020.
Those businesses will rely on content marketers to help them grow their customer bases. Thus, the current startup boom is likely to provide content marketers with abundant work opportunities.
Limited Experiential Marketing
Content writing is likely to play a critical role in the marketing strategy of any successful business for decades to come. Publishing quality content for Internet users to engage with is an affordable and effective way for a brand to attract and retain customers. With smartphone ownership growing more ubiquitous, leads also have more chances than ever to discover and read content online.
That said, before the pandemic, business owners were also experimenting with other marketing strategies, such as experiential marketing.
Experiential marketing often involves hosting events or setting up branded exhibits that leads can interact with in the real world, rather than the digital world. Predictably, Covid-19 had a significant effect on the experiential marketing trend. While some businesses and marketers are adjusting their strategies by organizing online and virtual reality experiences, experiential marketing has still taken an undeniable hit.
It’s unclear how post-pandemic behaviors will affect experiential marketing in the long term, but it is clear that written content will play a greater role in marketing plans now that in-person experiences are less viable.
Again, both content writers and business owners should prepare for these developments. While the immediate effects of the pandemic may have yielded a reduction in the demand for content writing services, there’s good reason to believe that trend is reversing already.
The Ultimate Guide to the Essential Social Skills in Business
Effective communication and strong relationships are essential for success in the workplace. One factor that can greatly influence these qualities is emotional intelligence, often abbreviated as EQ. EQ refers to the ability to identify, understand, and manage one’s own emotions, as well as the emotions of others. Research has shown that individuals with high levels of EQ are better equipped to handle stress, communicate effectively, and work collaboratively with others (Chamorro-Premuzic & Sanger, 2016).
Research has consistently shown that emotional intelligence (EQ) is an important predictor of job performance and success in the workplace. EQ is comprised of a set of skills that allow individuals to recognize, understand, and regulate their own emotions, as well as the emotions of others. In addition, individuals with high EQ are better able to communicate effectively, build relationships, and navigate complex social situations. As a result, they are often viewed as effective leaders and collaborators, and are more likely to achieve their personal and professional goals.
In fact, a number of studies have demonstrated the significant impact that EQ has on job performance and success. For example, one study of 85 upper-level managers found that those with higher EQ scores were rated as more effective leaders by their subordinates (Law, Wong, & Song, 2004). Another study of 151 employees found that those with higher EQ were more likely to be promoted within their organization over a five-year period (Carmeli, Brueller, & Dutton, 2009). These findings highlight the importance of EQ in the workplace and suggest that developing these skills can lead to significant benefits for both individuals and organizations.
According to a study conducted by TalentSmart, a leading provider of EQ assessments, EQ is responsible for 58% of success in all job types (Bradberry & Greaves, 2009). In contrast, IQ only accounts for about 4% of success in the workplace. This suggests that EQ is a crucial skill set for individuals in any professional field. Fortunately, EQ is a skill that can be developed and honed over time with practice and awareness.
There are several key components of EQ that are particularly important for success in the workplace. These include:
Self-Regulation: This refers to your capacity to recognize and control your emotions. Sometimes treating them when they arise may be necessary. Understanding how to manage your anger is essential. However, it can also cover how to control the feelings you’ll experience.
Self-Awareness: This implies recognizing and understanding your own feelings. Do noisy places make you nervous? Do other people talking over you make you angry? Knowing these truths about yourself shows that you are working on your self-awareness. Being conscious of yourself is necessary for this phase, which can be more complex than it sounds.
Socialization: This category focuses on your capacity to manage social interactions and direct relationships. It doesn’t entail dominating others but knowing how to work with others to achieve your goals. This could entail presenting your ideas to coworkers, leading a team, or resolving a personal disagreement.
Motivation: Strong motivators include external forces like money, status, or suffering. Internal motivation, however, plays a significant role in Goleman’s concept. By doing so, you demonstrate your ability to control your cause and initiate or continue initiatives of your own volition rather than in response to external demands.
Empathy: It’s equally critical to be sensitive to others’ feelings. This may entail learning to identify different emotional states in individuals — for example, can you tell the difference between someone at ease and someone anxious? — but it also requires comprehension of how other people may react to their current situation. Empathy is one of the essential traits in business and business leadership.
A thought leader in this space, Michael Ventura has built a career advising organizations on the importance of emotional intelligence in the workplace. In his book, Applied Empathy, Ventura highlights the value of empathy in business and provides strategies for developing and applying this skill set. With two decades of experience as a leader, facilitator, and educator, Ventura’s work has made impact in with prestigious institutions such as Princeton University and the United Nations as well as corporate clients such as Google and Nike.
Through his work, Ventura advises leaders to focus on the development of EQ in order to help individuals improve their communication, collaboration, and leadership skills, ultimately leading to greater success in the workplace. Experts like Ventura continue to support the growing body of research on the value of EQ in business, and the evidence that organizations who invest in the EQ of their teams help to create a more empathetic and successful professional environment.
And it’s worth noting that EQ isn’t just important for individual success in the workplace, but also for overall organizational success. A study by the Center for Creative Leadership found that EQ was a better predictor of success than IQ or technical skills in the workplace, and that teams with higher levels of EQ tend to be more effective and productive (Boyatzis, Goleman, & Rhee, 1999). By cultivating a culture of empathy and emotional intelligence, organizations can improve their overall performance and create a more positive work environment for their employees.
In conclusion, emotional intelligence is a crucial component of success in the workplace, and individuals and organizations alike should prioritize the development of these skills. The ones that do not only develop a leading edge in their category, but also become a meaningful place to work for their teams. And in today’s rapidly changing talent landscape, the retention of highly capable, emotionally intelligent leaders is one of the greatest keys to unlocking success.
Boyatzis, R. E., Goleman, D., & Rhee, K. S. (1999). Clustering competence in emotional intelligence: Insights from the emotional competence inventory (ECI). In R. Bar-On & J. D. A. Parker (Eds.), Handbook of emotional intelligence (pp. 343-362). Jossey-Bass.
Bradberry, T., & Greaves, J. (2009). Emotional intelligence 2.0. TalentSmart.
Chamorro-Premuzic, T., & Sanger, M. N. (2016). Does employee happiness matter? Journal of Organizational Effectiveness: People and Performance, 3(2), 168-191.
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