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Young Entrepreneur Harley Cannard is manifesting new ways to capitalise from the online industry

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The recent events of covid-19 has paved a way to a new way of working, and that is to be enabled and equipped to work from home.

Thanks to technology, our businesses can not only survive but thrive. Yes, its clear to see that many companies are affected due to COVID-19, but many companies are thriving and growing at rapid speed thanks to technology and online marketing. 

You might have heard about a new wave of entrepreneurship that is capitalising on a sea of opportunity. One might ask in turbulent times how is that even possible. Well, technology is paving a new way for  Entrepreneurs to work from home by using technology in fact these entrepreneurs are running their Companies completely remote with no effect. 

Harley Cannard, who once was a freelancer, is now an entrepreneur and public figure who has had to adapt to the restrictions from Covid-19 and has taken his company completely remote and now manages 20 full time employees that work from home.. He has created a new way with his out of the box type of thinking. Harley Cannard has disrupted the outsourcing industry working from home  and single handed proved to the world what a genius can do if he has a laptop in hand and vision in mind.

Harley Cannard is now a leading Australian entrepreneur who has been managing his team and global portfolio of clients from the comfort of his home. Harley Cannard is one of co-founders of Amz Automation Australia which helps seven and eight figure brands to grow at a larger scale. Harley Cannard has had global attention with his humble beginnings to being invited into Forbes council. This shows his capability as an entrepreneur and as an expert in an ever changing dynamic industry.

From humble beginnings to a pro entrepreneur, he has offices in two countries and a team of 20 employees and is continuing to grow.  

Being a digital entrepreneur, he focuses on building innovative systems, digital infrastructure which can help businesses to grow and drive economic return faster in this competitive world. Today Harley Cannard and his team are mentoring many e-commerce brands, media personalities, entrepreneurs to scale their business and help them grow as a brand individually and as a company.

His way of advertising is truely unique, in the last 12 months his team has generated over 50 million dollars in revenue.

So great to see a $100 start-up is now already a multinational company. Cannard is striving towards other missions like creating and building a technology college in Pakistan for kids living in poverty.

His plan is to build a college that can teach up to 200 kids giving them access to first class online and in person education, providing the best of technology, teachers, computers, internet, clean water, and also safe and delightful learning facilities where kids get a platform to learn valuable life skills and the use of technology online. These children will be able to eventually work as an intern in Mr Cannards company where they will be paid and able to be sponsored to travel abroad to get education and work. This is creatjng generational education and employment.

Cannard is also working on other community projects and also planning to do tours to various countries and organise events and engage in public speaking. Something he is passionate about.

Instagram : https://instagram.com/harls_cannard

Michelle has been a part of the journey ever since Bigtime Daily started. As a strong learner and passionate writer, she contributes her editing skills for the news agency. She also jots down intellectual pieces from categories such as science and health.

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Business

The Ultimate Guide to the Essential Social Skills in Business

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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.

References:

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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