Nabeel Ahmad, 22-Year-Old Entrepreneur Achieving International Acclaim
Contrary to popular belief, Entrepreneurship is not the product of multitasking. It’s the art of focusing on individual tasks at a time. Work at a task with focus, complete it, and then move on to the next. The most successful entrepreneurs are those who have it all under control and Nabeel Ahmad is one of the few who set the bar really high. The serial entrepreneur from Lahore has launched multiple companies and is a highly sought-after digital marketing expert and a TEDx speaker. His work has appeared in over 30 major international publications including Forbes, Entrepreneur Magazine, Yahoo News, and Business2Community. The 22 year old has laid the foundation for building a global business empire.
While he was in college, he learnt various social media marketing tactics that he would later implement in his businesses. Recognizing his passion for entrepreneurship, Nabeel dropped out of college to pursue it full time and he hasn’t looked back since. He started offering services to various businesses as an independent marketer and 5 years down the line he established a full-service digital media agency called Vertabyte. The agency works with various enterprise-level clients, identifying and crafting solutions that are best suited to their digital needs. The firm branches out to 3 classifications, covering design, development, and growth, each of which are delegated to separate departments. With a team of over 100 people working remotely from different parts of the world, Vertabyte drives business outcomes by providing solutions relating to website development, brand management, and marketing techniques.
Branching out his expertise, Nabeel founded The Hustler’s Digest, a media platform that provides rich content for business-minded people. Nabeel aims to build a network of media brands around different fortes such as health, technology, entertainment, etc. and then use these media brands to power marketing campaigns for his clients.
Amidst the surge of social media, Nabeel believes it is crucial for businesses to have a strong PR strategy and to acknowledge the power of media placements in building a powerful brand. Nabeel is the founder of Mogul Press, a public relations agency that operates with the purpose of strategically placing their clients on popular media outlets. He believes PR is one of the main pillars of a strong business and that strategic media placements can aid a business in gaining exposure, credibility, and the right positioning in the minds of the audience. It is essential for a business to appear credible to its customers and effective PR is the key to establishing brand credibility.
Having gained international recognition for his marketing expertise, Nabeel is the first and youngest Pakistani to become a columnist for both Forbes and Entrepreneur Magazine. Thrive Global calls him a “marketing genius”, and recently, Entrepreneur Magazine, one of the biggest business magazines in the world, listed him as one of the top inspiring entrepreneurs to watch in 2020. He was mentioned alongside many industry leaders, including Gary Vaynerchuk and Grant Cardone.
Nabeel has achieved immense success so far and envisions accelerated growth for his businesses in the coming years. He has hinted at the launch of a new social discovery network that has been in the works for the past 2 years and according to him, it’s going to be a game changer. If there is one lesson that we can learn from his journey, it has to be that it’s never too early or too late to pursue your passions.
A piece of advice that Nabeel shares for aspiring entrepreneurs: “The right moment is just an illusion. It’s important to act right now.”
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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