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Why businesses need to be offering cryptocurrency payments




In recent years, Bitcoin and other cryptocurrencies have emerged from the underground and have found their place in the mainstream worlds of finance, eCommerce, and business. But as a business owner, should you consider offering cryptocurrency payments? There are plenty of big names that already do and many benefits for you.

Big companies that use cryptocurrency

The widespread adoption of cryptocurrency has been driven in part by major retailers and service providers opting to offer cryptocurrency payment methods. Some of the world’s biggest companies offer payments in bitcoin, ether, and some other currencies.

For example, Microsoft, Overstock, Twitch, and AT&T all accept crypto payments. You can even pay for your Starbucks, Burger King, or KFC with Bitcoin if you so wish. For the adventurous amongst us, space travel via Virgin Galactic can be paid for with crypto, or you could just fly to Norway with Norwegian Airlines. Asides from the big names, it’s estimated that 36% of SMEs in the US, accept Bitcoin with some accepting other virtual currencies as well.

Why business should use cryptocurrency

There are several reasons why cryptocurrency payments are beneficial for businesses. Some of them will depend on the nature of the particular industry, but others are more general. Firstly, cryptocurrency is huge, and offering this service gives you a competitive edge over other businesses, as well as plenty of cool points. Furthermore, there are some 1.7 billion people across the world that do not have access to a bank account, let alone a card for online shopping. Providing crypto payments allows unbanked individuals to pay for goods and services online.

There is a global shift away from a cash-based economy and to a digital- economy. People are preferring to use electronic payments and, increasingly, digital currencies to transact online. Cryptocurrency payments, for example, are more secure than regular payments as they do not use personal details, and once the transaction is made on the blockchain, it is immutable. This means it cannot be changed, reversed, or tampered with in any way.

How to use crypto for business safely

The key to effective cryptocurrency payment integration is risk analysis and taking steps to protect yourself and your clients. One of the first things you should do is consider taking out insurance such as professional liability insurance. This will provide financial support for you in the case where you may have to defend yourself against a negligence claim made by a customer. This kind of insurance can be required by law in some jurisdictions or areas, but even if it’s not, it’s still worth getting as you never know what could happen.

Other ways to use crypto safely include onboarding a crypto payment processor. This will securely take care of all payments to and from your company and it will ‘lock-in’ rates at the value they were when the transaction was made. This will ensure you are protected should the value of the coin drop after the purchase has been made.

Integrating cryptocurrency payments into your business is something you will have to consider sooner rather than later. Why not take the plunge now and join the ranks of some of the most forward-thinking companies in the world.

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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