Unsuccessful companies treat their people with little empathy. Here’s what successful ones do!
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“If a person wants to be successful, he should have a high EQ, Emotional Quotient. If he doesn’t want to lose quickly, he should have a high IQ, Intelligence Quotient, but if he wants to be respected, he should have a high LQ, the Q of Love.” This is how Alibaba billionaire Jack Ma describes his perspective.
How a company treats their people bears consequences for the entire result of the company’s activities.
LQ refers to the intelligence of the heart. The Love Quotient. It is the ability of people to be kind and compassionate to self and others. In the field of intelligence research, an understanding of quality of life has become part of the equation and in a certain way the Love Quotient can be more important for our development and that of our business than EQ or IQ. The Love Quotient begins where Emotional Intelligence ends.
If we combine EQ with LQ, we can more easily develop solutions that are advantageous for everyone involved and that serve not only our own interests, but all of the stakeholders of a company.
Truly caring — means paying attention
To pay attention to an employee, colleague or business partner means to take care of the person, to acknowledge them, to appreciate them, to listen to them.
People long to be seen, valued, and involved.
The outdoor clothing company Patagonia is a great example of how a company’s core values can drive employee engagement and business success at the same time. “Every time we’ve chosen to do the right thing, it turns out to be more profitable.” Describes Patagonia founder Yvon Chouinard. The company believes that employees don’t have to choose between work and family. Both are possible. As well as. Childcare, maternity or paternity leave with an absolute job guarantee. The freedom to practice an outdoor sport during the day, when the snow has just fallen or the surfing waves are good, and you continue working in the evening. Why not?
The product innovation, the stewardship, and the happy workforce all flow out of the profoundly simple goal at Patagonia: “Do well and do good.”
