How great leaders use emotional intelligence to beat the psychology of inflation

People are restless. they Concerned about the economy, and in particular about inflation. This is where emotional intelligence can help.

To understand, we need to define the problem. So, we’ll start with the psychology of inflation, which works something like this:

  • Purely economic forces cause prices to rise: for example, supply chain problems resulting from pandemics, or rising energy prices after the Russian invasion of Ukraine.
  • Consumers watch, and they make rational decisions. They buy more now (if they can), because they believe the things they want will cost more tomorrow.
  • Higher demand means that prices go up even more. Plus, companies incur higher costs that they expect from their customers today in the future.
  • We run the risk of ending up in a self-fulfilling prophecy of greater inflation, even if some external factor has stirred the whole thing.
  • Eventually, consumers can lose trust. Even if prices do fall, they can be convinced that this is just temporary respite, and it becomes even more difficult to let go of the “buy now before it costs more” mentality.

Summary above a. was inspired by smart interpretation by Richard Curtin of the University of Michigan, who has run monthly consumer sentiment surveys since 1976. But we must add another very important point.

that ultimately, consumers can Delay some purchases if they become too expensive.

But there are some sectors in which they have little discretion, notably food, housing and energy (and gasoline in particular).

This is where the most concern arises. People need to eat, they need a place to live, and they generally need to travel.

So, against all this, how can emotional intelligence help?

I think the key is to follow what we call “too many rules”. It has two parts:

  • The first part is for you: Recognizing that we live in times of incredible abundance. by historical standards. We live longer, survive diseases, and have standards of living that would have been science fiction to most people even a few decades ago.
  • The second part is for your interactions with others: acknowledging that you have a lot that you can share — an undervalued asset that can drive people’s concern into gratitude and even loyalty (especially coworkers). , customers and employees).

Before it gets wildly theoretical, let’s jump to that second point.

Let’s say you are running a business. Can you open up policies to offer things of much greater value to your employees now than you did a while ago, and that could go a long way toward reducing anxiety? Example:

  • salary. It’s big in the beginning. Can You Pay If Your Employees Are Concerned, Can You Pay Them More? If you think you’re already getting paid at the top of your ability, my colleague Bill Fotsch has an idea: offer additional pay for increased performance.
  • Schedules. Yes, we’re working from home more than ever, but can you accelerate to additional remote work or a compressed work schedule? Your employees save on commuting, which can reduce some of the worry about energy costs.
  • scholarship. Are you paying for employees who have converted parts of their accommodation into work from home space? Are you p. can coverDear, Internet, and the cost of computers? This is another legitimate way to put money in their pocket and reduce worry.
  • Perks and Benefits. How about student loan repayment, tuition assistance, or job-related skill development? Again, you’re looking for things that benefit your employees, but also potentially benefit you, and create more loyalty.
  • Ask for suggestions Your employees probably have ideas you may never have thought of for how to reduce anxiety and combat inflationary psychology. Clarifying their solutions takes a little more of a sense of control; Doubly so if his ideas are implemented.

In the end, it’s about considering how you influence employees’ concerns, and act accordingly. At the same time, it is worth pointing out two big moments in history.

The first was an era of inflation during the 1970s and 1980s; The second was the rise of popular interest in emotional intelligence, associated with the publication of Daniel Goleman’s book, aptly called. emotional intelligencein 1995.

You will pay attention to the chronology; The last time society went through a challenge like this, people weren’t talking about using emotional intelligence strategies to combat fear and improve their leadership.

today? It’s a completely different story, and that’s why I’ve tried to compile as many important emotional intelligence lessons as possible in my free eBook, 9 smart habits of people with high emotional intelligence,

Good things come in cycles, and hard times finally come to an end. We will overcome it, and the most emotionally intelligent leaders will be instrumental in getting us there.

The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.

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People are anxious. They’re  worried about the economy, and especially concerned about inflation. This is where emotional intelligence can help.

n

To understand, we need to define the problem. So, we’ll start with inflationary psychology, which works something like this:

n

    t

  • Prices spike due to purely economic forces: supply chain problems resulting from the pandemic, for example, or rising energy prices after the Russian invasion of Ukraine.
  • t

  • Consumers watch, and they make rational decisions. They buy more now (if they can), since they presume that the things they want will cost more tomorrow.
  • t

  • More demand means prices rise even more. Also, companies pass higher costs that they expect in the future to their customers today.
  • t

  • We risk winding up in a self-fulfilling prophesy of greater inflation, even if some of the external factors that sparked the whole thing are resolved.
  • t

  • Eventually, consumers can lose confidence. Even if prices level off, they can become convinced that it’s just temporary relief, and it gets even harder to give up the “buy now before it costs more” mindset.

n

The summary above was inspired by a smart explanation by Richard Curtin of the University of Michigan, who has run monthly consumer sentiment surveys since 1976. But we should add one more very important point. 

n

It’s that ultimately, consumers can delay some purchases if they become too expensive.

n

But there are a few areas in which they have much less discretion, especially food, housing, and energy (and especially gasoline).

n

This is where the worst anxiety arises. People need to eat, they need places to live, and they usually need to travel.

n

So, against all of this, how can emotional intelligence help?

n

I think the key is to follow what we’ll call the “Rule of Plenty.” It has two parts:

n

    t

  • The first part is for yourself: Recognizing that we live in a time of incredible abundance. by historical standards. We live longer, survive diseases, and have living standards that would have been science fiction to most people even a few decades ago.
  • t

  • The second part is for your interactions with others: Recognizing that you likely have plenty that you can share–undervalued assets that can turn people’s anxiety into gratitude and even loyalty (especially colleagues, customers, and employees).

n

Let’s jump into that second point before this gets wildly theoretical. 

n

Assume you’re running a business. Can you unpack policies to offer things that might be worth a lot more to your employees now than just a short time ago, and that can go a long way toward easing anxiety? Examples:

n

    t

  • Salaries. This is the big one at the outset. Can you pay If your employees are anxious, can you pay them more? If you think you’re already paying at teh top of your ability, my colleague Bill Fotsch has an idea: offer additional pay tied to increased performance.
  • t

  • Schedules. Yes, we’re already working from home more than ever, but can you accelerate additional remote work or compressed work schedules? Your employees save on commuting, which might ease some anxiety about energy costs.
  • t

  • Stipends. Are you paying for employees who have converted parts of their residences into work-from-home spaces? Can you cover phone, Internet, and computer costs? It’s another legitimate way to put money in their pockets and reduce anxiety.
  • t

  • Perks and benefits. How about student loan repayments, tuition assistance, or job-related skill development? Again, you’re looking for things that will benefit your employees but also likely benefit you, and create greater loyalty.
  • t

  • Ask for suggestions. Your employees probably have ideas that you’d never think of regarding how to ease anxiety and combat inflationary psychology. Articulating their solutions gives a bit more sense of control; doubly so if their ideas are implemented.

n

In the end, it’s about considering how moves you make affect employees’ anxieties, and acting accordingly. Also, it’s worth pointing out two big moments in history. 

n

The first was the era of inflation during the 1970s and the early 1980s; the second was the rise of popular interest in emotional intelligence, dating to the publication of Daniel Goleman’s book, aptly called Emotional Intelligence, in 1995.

n

You’ll note the chronology; the last time society went through this kind of challenge, people simply weren’t talking about using strategies of emotional intelligence to combat fear and improve their leadership.  

n

Today? It’s a whole different story, and it’s why I’ve tried to compile as many important emotional intelligence lessons as possible in my free ebook, 9 Smart Habits of People With Very High Emotional Intelligence.

n

Good things come in cycles, and tough times eventually end. We’ll pull through this, and the most emotionally intelligent leaders will play an important part in getting us there.

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