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Crusty Crust’s Secret Ingredients for Success Are Passion and Innovation




The Canadian-favorite pizza restaurant Crusty Crust is an expert at satisfying customer cravings, and they do so by always remaining attentive to what people want as well as continuing to innovate. “There’s always room for innovation, no matter what the industry. We’re often asked why we are so successful, and the simple answer is that we care deeply about our work and satisfying our customers. Passion and innovation are the two secret ingredients to our success, without a shadow of a doubt,” a member of the Crusty Crust team says.

The Canadian restaurant is known for its amazing crust, which comes in three varieties: regular, thin, and the house special, which is stuffed with cheese and buttered up with garlic. Their pizzas vary from the traditional cheese, vegetarian, pepperoni, and Hawaiian, to the specialty Québécoise. Each pizza is handmade and always fresh, and orders are extremely quick, taking only about 20 minutes.

Crusty Crust charms its customers in many ways, but especially with the legend of the creation of their crust. As the story goes, a century ago, a chef was trying to create the perfect crust. He tried over and over again, only to give up in the end and throw all of his experiments out the window. Discouraged, the chef left his hometown and was never seen or heard from again. Then, exactly 100 years later, a young man was trying to retrace the famous chef’s steps. As he approached his house, on the ground he found a piece of crust. He picked it up and took it home to analyze, and this ended up becoming the famous crusty crust recipe.

Much like the young man’s passion to reinvent this fabled crust, the restaurant is continuously reinventing itself and betting on passion. Not only does Crusty Crust make pizzas, but they have also developed pizza salads and pizza desserts. The pizza salads are made with fresh vegetables daily and deliver the best of both worlds, offering a healthy dose of vitamins combined with the indulgent and unique pizza flavors. The pizza desserts are remarkable in their own right, consisting of freshly fried dough topped with strawberries, Nutella, bananas, and strawberry syrup. Poofy and mouthwatering, Crusty Crust’s pizza desserts have become an overnight sensation. There are plenty of sides to choose from as well, including onion rings, chicken wings, garlic bread, and poutine. For those who want something exciting, the menu offers rich nachos with Monterey jack cheese, black olives, green peppers, mushrooms, onions, jalapeños, sour cream, and salsa, which are the absolute best side to share.

The charm doesn’t stop with the food, though. The physical restaurant in Quebec is a lovely and welcoming place. Families take their kids here, friends meet up, and couples come share a dessert. Those who prefer to dine at home can always be sure that their pizza will arrive steaming hot at their doorstep.

Crusty Crust is owned and run by TripleOne, the decentralized company where users from all across the globe come together to invest and make decisions with a huge focus on innovation. It’s no surprise that the Crusty Crust team keeps innovation alive and well by collecting feedback from its customers and continuously working on new recipes.

To see Crusty Crust’s entire menu and place an order, visit their website.

The idea of Bigtime Daily landed this engineer cum journalist from a multi-national company to the digital avenue. Matthew brought life to this idea and rendered all that was necessary to create an interactive and attractive platform for the readers. Apart from managing the platform, he also contributes his expertise in business niche.

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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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