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<p>In a fireside chat at YourStory's TechSparks 2022, entrepreneur, advisor and angel investor Roopa Kumar delves deep into the art of hiring and retaining the best tech talent. The emergence of technology and mass layoffs have been the dominant themes at both startups and corporates. Roopa Kumar, Founder and CEO of CTO-recruitment platform Purple Quarter, has observed that since 2018, talent is moving back to India. This is not due to being laid off, but due to the tech opportunities in the country. “India has actually gone much ahead of what people think. As far as the layoffs are concerned, there have been unfortunate people who have gotten into this entire complex. I would still want to predict that in another 10 years, all this will get sorted out and you won't really have so many layoffs happening after 10 years because you'd be able to predict the curve ahead of time,” Roopa said at the 13th edition of YourStory’s TechSparks, India’s most influential startup event. Talking about attracting and retaining talent, she says that attraction happens when there is a lot of excitement or interest from the prospect. “If you look at technologists predominantly, they love to create an impact. They want to be part of a startup or a journey where they're able to touch our lives seamlessly, whether you're a B2C or a B2B does not matter. So the storytelling part becomes key for founders when you're actually attracting talent. When you're telling that story, you need to be clear about how you want to go about it and what you want this person to do. And if the candidate is able to do that, well, manoeuvre through that very well, then attraction becomes pretty easy,” she adds. Meanwhile, retention is all about outworking yourself from the competition by working and growing as a team, she added. “Wealth creation is another way to retain talent, the founder says. “This includes the ESOP policy, liquidation events, and how this will be useful in case the person needs,” Roopa said. <strong>Gender disparity </strong> Roopa said that across the world, women have low representation in tech. For the percentile of women in tech to grow, the CEOs of companies should get invested and advocate for greater gender diversity. ”It is more like, you're getting a tick mark and saying, ‘hey, we try it, but there are no women. That's how it works in the real realm of the world. And it's a shame. As a woman, I can say that there are multiple women out there who have been brilliant at what they do. But we want to encourage a lot more women in technology and this is what we have planned to do going forward,” she concluded. <h3><strong>Authored by Richa</strong></h3><p> For more information, please reach out to the <a href="Marketing@purplequarter.com">Marketing Team.</a> Read the entire article here: <a href="https://yourstory.com/2022/11/techsparks-india-more-opportunities-tech-than-we-think-roopa-kumar">https://yourstory.com/2022/11/techsparks-india-more-opportunities-tech-than-we-think-roopa-kumar </a></p></p>
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<h3>Strategy<p> The CPO is responsible for the “why” of the product — the strategic approach to what will be built. The CPO ensures the product direction is serving the overall company vision and adjusts as necessary to changing conditions. The CTO is responsible for the “how” of the product — the strategic approach to development and delivery. The CTO determines how the team incorporates technology to improve products and services. </p><h3>Innovation</h3><p> The CPO studies customers and the market and analyses primary and secondary data from research to know the direction of product design. The CPO also uses reverse product thinking to come up with creative ideas for the product. The CTO studies technologies to make recommendations for enterprise architecture and how work should best get done. The point is not to invest in emerging technology because it is newer than what is currently being used. </p><h3>Customers</h3><p> The CPO has a thorough understanding of customer desires and behaviors because they spend a lot of time with them with reverse product thinking and the people internally who serve them (e.g. sales & support teams, AI/ML, and analytics teams). The CTO must understand the customer too — although they often rely on the CPO’s research and learnings. The CTO must also apply their technical know-how to ensure technology applications reflect the way customers want to interact with the product. </p><h3>Metrics</h3><p> The CPO looks at metrics from a product experience standpoint. They track a wide variety of product KPIs to measure how well the company is delivering a CPE, such as revenue and customer growth, engagement, and retention. The CTO looks at metrics from a product performance standpoint. They want to know how well the product does what it is supposed to do. They also want to look at customer interactions with the product to understand its use. </p><h3><strong>Authored by Pratheek. V</strong></h3><p> For more information, please reach out to the <a href="Marketing@purplequarter.com">Marketing Team.</a></p></h3>
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<p>In recent years the tech industry has provided a much-needed revolutionary boost to the economy worldwide. The rising R&D expenses, internet penetration, technology advancements and adoption have led the way to a tremendous increase in manpower leveraging this technology. Particularly C-Suite hiring has been the driving force behind the increased tech usage in our lives. From AI to machine learning, speech recognition to multilingual applications, technology has undoubtedly eased our day-to-day transactions. The job market for the tech industry has however been volatile since the onset of the pandemic. It has been shaky at the edges with many factors contributing to the turbulence. There was undoubtedly scale with diverse tech domains mushrooming soon after for the need for tech-driven convenience. As a C-Suite bespoke search firm for tech leaders, we at Purple Quarter have also witnessed a considerable drop in hiring across industries in the last quarter. What began as a boon during the covid epoch soon became the cause for change in the industry. Employees and the leaders were getting too comfortable with the hybrid work model which led to difficulty in sliding back to the old ways of work. This move inevitably led to willing resignations causing the Great Resignation or the Big Quit. Few others let go of their positions either due to unfavourable health conditions or to attend to their respective families. Post-covid workspace was a new identity. Favourably at that point, these voluntary resignations lead to an employment gap for <i>replacement.</i> These replacement roles were highly mistaken with new hiring which in reality meant no new positions were created rather old ones were calling for the right or next best fitment. Among various industries that are trying to keep themselves upbeat, the EdTech segment in particular has been going through a tough period of constant layoffs and challenging business times. This has deeply impacted the C-Suite hiring processes. The segment has become lethargic since the last quarter. On the other hand, Fintech has been on an upward trajectory promising more opportunities stemming from the requirement of necessary Tech leaders. With funding stagnation, hiring to a large extent has taken a backseat. As per recent stats, companies remain cautious about recruitment amid the rising risk of recession and high inflation in their key markets, information technology's share of India's white-collar jobs market dropped below 50% in October for the first time in three years. In October, 1,06,000 job openings were posted in the IT sector, a 12% decline compared with September's 1,21,000. In October, there were 225,000 active job openings in the white-collar employment market, up from 210,000 the previous month. White-collar jobs have historically been recruited primarily by the IT sector. It contributed more than 80% to the pandemic in its last year. The real question now is, whether new roles will come up? Experts and economists believe that the current scenario will prevail and the hiring scenario is likely to get better despite the fear of recession in the advanced economies of the West. The tech industries are already in surplus on the C-Suite bench. As global demand is being hit due to recession risk, the developed markets are hiring more on a need basis. We believe the mandates are already increasing this quarter. Where on one hand, investors are getting cautious, businesses are becoming more aware of their actions. With this prudent mindset, thoughtful hiring will transpire. Cautious funding will lead to cautious <a href="https://en.wikipedia.org/wiki/Leadership">business leaders</a> making strategic moves for the future. The market is already labouring on the replacement of those moving on as it opens new positions for seasoned tech hires. For as long as there is a promising business model, an interested investor, C-Suite tech leaders will be hired to drive the objective. <h3><strong>Authored by Richa</strong></h3><p> For more information, please reach out to the <a href="Marketing@purplequarter.com">Marketing Team.</a></p></p>
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<p>The FinTech segment has been on an upswing given the increasing interest of investors and VCs in the industry. From simple mobile payment applications to complex blockchain projects that encrypt transactions, FinTech today encompasses a gamut. <p>Various business areas have been transformed by the digital revolution, and financial technologies have played a significant role in the process. FinTech app development is now more popular among insurance companies, banks, and trading platforms to facilitate smoother communication with users. In the upcoming years, FinTech is expected to grow at an average rate of 12%, reaching 188 billion euros in revenue by 2024. </p><p>Chief Technology Officers (CTOs) until recently, were focused on building new systems and scaling existing ones quickly. But today, the CTO - <a href="https://www.purplequarter.com/cto-importance-for-corporate-success/leadership-advisory/">Chief Technology Officer and technical leader face newer challenges</a> including recruitment, compliance with regulations, venture capital funding, and cybersecurity.</p><h2><strong>What are the Challenges FinTech Chief Technology Officers (CTO) encounter on a regular basis? </strong></h2><h3><b>Innovation & Competition </b></h3><p>Immense scrutiny and competition have led to exorbitant demands and an incessant need for growth and innovation. These come from favourable facets such as financial inclusion, high internet usage, large consumer base, pandemic-induced factors and so on. Given the fierce competition, FinTech companies are striving hard to have a competitive edge.</p><p>Chief Technology Officers and other tech leaders have to take necessary steps to include innovative upgrades in the existing business model. While many are innovating and venturing into new projects, innovation requires extensive R&D and involves high costs. </p><h3><b>Industry Regulations</b></h3><p>Adhering to varied regulatory compliances has been a challenge for the FinTech industry. As a result of the 2008 financial crisis, earnings and credit losses are subject to an enormous increase in regulatory fees. Now, if an app is being developed, it has to be compliant with all the necessary government approvals. This could vary as per the region. The final product could end up experiencing resource pressure and may have a difficult time correlating data from different sources.</p><h3><b>Data Security & Localization </b></h3><p>With an exponential increase in digital transactions, data security is inevitably a concern. Experts have voiced that the FinTech segment is the most prone to cybercrime. </p><p>Digital payments are expected to reach $236.1 billion by 2028, growing at a CAGR of 19.4% from 2021. As systems evolve, more complexities and issues will spurt. Failure to maintain data security will result in grave repercussions. FinTech companies will need a more robust, transparent, and reliable infrastructure for storing user data. With consumers getting involved in understanding the data security of their transactions, companies will have to take privacy policies seriously.</p><p>The future by default is more consumer-focused than it has been in the past. Data infrastructure will be closely monitored by CTOs in the coming years. And the latest cybersecurity innovations will be embraced to improve data privacy and transparency in every aspect.</p><h3><b>Adoption & Use of New Technologies</b></h3><p>Although the FinTech sector has grown leaps and bounds, the adoption of new technologies and continuous tech upgrades is essential. Chief Technology Officers should include these technologies for the companies to stay updated in the market. Popular technologies like machine learning, artificial intelligence, blockchain integration and big data can help companies stay ahead of the curve and create new business opportunities.</p><h3><b>Hiring & Retaining Quality Talent </b></h3><p>The chief technology officers of FinTech companies forecast a challenging recruiting and retention landscape in 2022, particularly with the growing number of remote and fully distributed teams. Despite remote work expanding access to a global workforce, there is intense competition for talent. Especially for smaller companies competing with industry giants that offer better remuneration, flexibility, and opportunities. </p><p>There is a common concern here that smaller businesses are more likely to fail in retaining such talent without high pay. Similarly, startups on a limited budget are unable to afford high finances to hire and retain quality engineers and leaders. Many FinTech companies are relying on third-party consultants to source and recruit the right tech talent for the companies. </p><h3><b>Going Public & Public Relations</b></h3><p>FinTech companies are highly tech-savvy which means that the level of human interaction is the least. Hence, any technical glitch gets amplified manifold. FinTech companies in general face challenges in avoiding PR disasters caused by their tech. Here, FinTech Chief Technology Officers have to absolutely double-check their algorithms for human prejudice. It’s a unique pressure, and dealing with it requires a special kind of sensitivity. The FinTech industry becomes a cognitive dissonance for the Chief Technology Officers.</p><p>FinTech businesses usually witness high scalability, which implies that the Chief Technology Officer has to be on the top of his/her game and work around new challenges and opportunities. As important decision makers, tech leaders strategically devise plans to take the company to new heights such as going public. An IPO is a long and arduous process, where a Chief Technology Officer has to evaluate and anticipate the possibilities and take the necessary steps in supporting the leadership and the team while going public. One part of their role at this point may have to be public facing with a meticulous approach. </p><h3><b>Final Thoughts</b></h3><p>Irrespective of the challenges, the FinTech sector has seen numerous technological additions and upgrades to better serve the end consumers. As with any industry in its development stage, financial organizations may experience several challenges when crafting their offerings.</p><p>Every CTO can look up and learn about the opportunities and challenges of a FinTech Chief Technology Leader. Devising strategic or operational frameworks, today FinTech CTOs enjoy a competitive landscape rife with potential from advanced tech adoption.</p><h3><strong>Authored by Richa</strong></h3><p>For more information, please reach out to the <a href="Marketing@purplequarter.com">Marketing Team.</a></p></p>
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<strong><em>Behavioural psychology paves the way!</em><p> Behavioural psychology and cognitive studies show that a leader’s personality determines what they excel in with additional skill sets that they adopt along the way. As the level of management rises, finding the right personality fit becomes extremely crucial. Purple Quarter has curated a scientifically proven model - BMM or the Behavioural Metrics Model to crack this. </p><h2>What is BMM - Behavioural Metrics Model?</h2><p> The <a href="https://www.purplequarter.com/our-approach/">Behavioural Metrics Model (BMM)</a> is a scientifically-devised phase-modulated approach that is unique to Purple Quarter. It helps in assessing the candidates’ right fitment for the role. BMM works on 83+ parameters that best define a candidate's personality, skill set, attributes and adaptability. Its two-phased approach comprehensively assesses the technology leaders based on two areas. One - the objective queries pertaining to their work nature & personal aspirations, and two - core competencies required to best perform the work/role. <img class="alignnone size-full wp-image-14557" src="https://admin.purplequarter.com/storage/posts/67fdd72750291-Two-Phases-1.png" alt="Behavioural Metrics Model" width="901" height="601"> </p><h2>Core competencies of BMM (a broad perspective)</h2><p> The Behavioural Metrics Model - BMM has helped many potential tech leaders find the right organisation of their calling and vice-versa. Broadly, there are six core competencies that the BMM framework is based on: </p><ul> <li>Intellectual Potential </li> <li style="font-weight: 400;" aria-level="1">People Potential </li> <li style="font-weight: 400;" aria-level="1">Change Potential</li> <li style="font-weight: 400;" aria-level="1">Motivational Potential</li> <li style="font-weight: 400;" aria-level="1">Technology Agility</li> <li style="font-weight: 400;" aria-level="1">Personal Attributes</li> </ul><h2>Candidate profiling:</h2><p> As a technologist, a tech leader dons one of the three profiles or sometimes, a combination of all. Being a leader comes with immense roles and responsibilities. If there was a way to figure out which technology leaders best suits what kind of a role, it would make everything so much simpler. At Purple Quarter we profile our candidates in three broad categories after a thorough understanding of their leadership styles, personality traits, personal interests & likings, approach toward business management, decision making and so on. For tech leaders, it has become important to possess a thorough understanding, if not the expertise of engineering, technology and product. With most companies and businesses adopting a “tech-first” approach, it is imperative for the management to have detailed knowledge, understanding and hands-on experience in the field. Read more about <a href="https://www.purplequarter.com/hiring-a-cto-what-should-a-startup-founder-look-for/leadership-advisory/">Hiring a CTO – What should a startup founder look for?</a> </p><h2>The Creator</h2><p> A creator is a tech leader who builds a business from the ground up. Someone who has an idea, zeal and an urge to create something new and something extraordinary. They would address untamed tech challenges with relevant business solutions. A tech leader as a creator has often a steady task ahead and opportunities to achieve numerous milestones along the way. A creator is one who takes the first step and strives to achieve the 1st phase of the business goals. In the world of technology, a creator is one who takes the entire team/ organization towards a new goal, or a new objective. When technology changes so rapidly, staying abreast of the changes is essential. An innovative tech leader is what a company seeks here. This undoubtedly makes the creator a well-experienced and knowledge-oriented individual. Someone who brings their prior experience in creating the next big thing. </p><h3>When does a company need a Creator?</h3><p> Most often in the nascent stage of existence. This is when companies/ <a href="https://en.wikipedia.org/wiki/Organization">organizations</a> need to onboard a leader who is a pioneer in the truest sense. It is at this stage that the company will be able to either harp on a blue ocean strategy or launch something novel that will likely create ripples and new avenues. With the help of BMM, Purple Quarter had identified creators for brands such as <a href="https://www.purplequarter.com/zolve-appoints-olas-former-chief-architect-as-their-new-head-of-engineering/press-release/">Zolve</a>, <a href="https://www.purplequarter.com/stanplus-partners-with-purple-quarter-to-appoint-suhas-kulkarni-as-the-ctpo/press-release/">StanPlus</a> and <a href="https://www.purplequarter.com/former-zestmoney-techie-prashant-bhadauria-joins-klub-as-senior-vp-purple-quarter-spearheads-the-leadership-search/press-release/">Klub</a> among others. </p><h2>The Nurturer</h2><p> When a business has made strides in the market, enjoys a good position among the consumers and is a preferred choice, then comes a nurturer. A leader as a nurturer is responsible for scaling, building and growing the present platform by plumbing the existing architecture with newer additions and innovations. A nurturer introduces new features and the latest technology to the existing business. Here, a tech leader is required to have seen scalability for products. It is also important to be a people person to improve the talent pool, nurture future talent, and aid the business’ growth. BMM helped find a nurturer leader for the likes of <a href="https://www.purplequarter.com/purple-quarter-finds-ex-goibibo-techie-for-gameskrafts-svp-of-engineering-role/press-release/">Gameskraft</a>, <a href="https://www.purplequarter.com/purple-quarter-assists-fintech-platform-progcap-with-the-appointment-of-ashish-gupta-as-the-cpto/press-release/">Progcap</a> and <a href="https://www.purplequarter.com/purple-quarter-assists-lendingkart-to-hire-their-new-chief-technology-officer/press-release/">Lendingkart</a> among others. </p><h3>When does a company need a Nurturer? </h3><p> When a company has achieved significant scalability of its business service or product. It becomes essential for companies to have in place a leader that nurtures growth. A <i>nurturer</i> tech leader will take the business to the next level by supporting and optimizing the existing service/ product/ technology or at times adding to the existing value proposition. A nurturer, however, looks at two aspects of a business, i.e, technology and people. As a nurturer, he/she looks after the people and team and moulds them to engineer the businesses of tomorrow. </p><h2>The Transformer</h2><p> A transformer is a leader who believes in re-creating the tech that will have a long-term impact on the business goals and objectives. A transformer more often is responsible for relooking at things from a different perspective to bring changes to the existing machinery. The leader’s primary goal is to scale the current business to take and achieve the next giant leap. Often, companies at this stage seek to re-create their existing model, penetrate new markets or introduce new products. As a tech visionary, finding the right technology fit with the business’ goal is essential from time to time. We found the transformer leaders for brands such as <a href="https://www.purplequarter.com/amazon-veteran-joins-upstox-as-the-new-cto-a-search-driven-by-purple-quarter/press-release/">Upstox</a>, <a href="https://www.purplequarter.com/purple-quarter-assists-acko-in-the-appointment-of-amol-wanjari-as-the-svp-of-engineering/press-release/">Acko</a> and <a href="https://www.purplequarter.com/dale-vaz-cto-shares-swiggys-time-management-of-orders-using-technology/industry-expert-narratives/">Swiggy</a> among others. </p><h3>When does a company need a Transformer?</h3><p> Any enterprise or business will reach a stage of a plateau, a point of stagnation where proven measures fail to give returns and necessary <i>transformation</i> becomes the need of the hour. This transformation can be brought by a visionary leader who looks at reinventing the service/ product by many folds if not an overall 360 degrees. As a transformer leader will be a visionary who will reshape the organization’s future trajectory. The company's technology landscape will be altered to best suit worldly changes. While assessing the tech leaders’ personalities to best suit the company's goals, BMM helps to understand that a tech leader will often play the role of a creator, nurturer and transformer from time to time. To achieve business objectives and scalability, many times a leader’s role overlaps that of a creator, nurturer and transformer. We’ve identified tech leaders who overlap as creator and a nurturer like we did for Pine Labs's acquired, fintech <a href="https://www.purplequarter.com/setu-appoints-gojek-veteran-irfan-shah-as-cto/press-release/">Setu</a>. Also read, <a href="https://www.purplequarter.com/what-makes-a-cto-so-important-for-corporate-success/leadership-advisory/">What makes a CTO so Important for Corporate Success?</a> </p><h2>How does BMM help companies?</h2><p> The Behavioural Metrics Model assesses tech leaders’ personalities to best suit companies who seek to grow from 0 to 10X, 10X to 100X and more. A tech leader fits into this equation based on his/her capability of taking the business to its desired next milestone. For a company that is at its nascent stage, a creator would be the ideal fit. Whereas, a nurturer would bring a company at par with the recent technologies of the market. When it comes to jumping the high tide, a transformer is no less than the captain of the ship. Different personalities and different mindsets, all work towards the same goal - creating a tech-first company to best serve the end consumers. And what is better than applying BMM to bridge the gap between technology leaders and tech companies? </p><h4>Ready to find your next tech leader? <a href="https://purplequarter.co">Connect with us</a></h4></strong>
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<p>Humans, irrespective of where they are and what they do, will interact with one another. It is only natural to have an empathetic outlook. Be it a casual setting or a professional one, a simple act of empathy — knowing why someone is reacting in a certain manner can go a long way. <h2>Why is empathy an essential quality in leaders?</h2><p>Leaders are natural communicators, they are responsible for the professional as well as personal well-being of their team members. Oftentimes, sympathy is confused with empathy and used interchangeably. However, sympathy focuses on <em>relating to the feeling</em><i>,</i> while empathy goes far below the surface to <em>understand that feeling</em>. It doesn't have to be an agreement with the view of another person, rather it is the willingness to appreciate what they are going through. </p><p><a href="https://www.purplequarter.com/who-is-a-true-blue-leader-the-multifarious-roles-of-leadership/leadership-advisory/">A leader plays multiple roles</a>, one of them being a mentor. As an empathetic leader, it is essential to have the ability to lead while being able to connect and relate with the team members. It is to inspire them and bring out the very best while having and showing a sense of compassion for their situation. By being an empathic leader, <em>one can help build trust and strengthen relationships. </em>Especially in today's time when employees are taking the path of "quiet quitting". It is all the more important for leaders to show empathy toward the challenges and issues faced by their team members. </p><h2>Is empathy acquired or learnt?</h2><p>If you were to talk to experts, they’d say that empathy is a learned behaviour although the ability for it is inborn. If looked at from a larger perspective, empathetic capacity needs to be developed. A deep level of understanding and concern is inevitably required to feel for others.</p><p>Psychologists call out the <em>secure attachment</em> from our childhood to be of paramount importance in determining the level of empathy. Notably, one’s capacity for empathy considerably varies from one person to another. Empathy isn't necessarily intuition, rather it is a well-understood analysis of another person’s situation. </p><h2>How can leaders build empathy?</h2><p>Leaders can build empathy in numerous ways. But it all begins with the very essence of having to put oneself in the shoes of another. Often, empathy is regarded as a <em>soft</em> leadership skill when compared to other management skills of a leader like technical prowess and authority. DDI research found that empathy is a <em>"critical driver of overall performance" </em>for management. And it was found that there is a high level of correlation between <em>key management skills</em> such as <i>coaching, engaging and decision making</i> with <em>listening & responding with empathy</em>. Despite all this, the study found that only 40% of frontline leaders dealt with empathy.</p><p>Given that the concept can be learnt, what are the best practices to learn and build empathy for leaders: </p><h3><strong>Practice self-reflection</strong></h3><p>In a state of self-awareness, individuals are most aware of their mindset and emotional well-being. It becomes easier to connect with and understand another individual state of mind. But if not, then one’s emotions (often left untapped) can project on another. </p><h3><strong>Listen first </strong></h3><p>As humans in general or even as leaders, it is our natural tendency to jump to conclusions while listening/ dealing with a problem. Thus, keeping an open mind about the same becomes difficult. When a teammate or another person discusses a topic of concern, hear them out. Give them the benefit of doubt and keep an open mind about their feelings. Listening will help dissect the problem manifolds rather than jumping to instantaneous conclusions. The willingness to help goes a long way even if there is no concrete solution to it. Often, people only wish to be heard.</p><h3><strong>Use empathy expressions</strong></h3><p>Listening is not enough unless regular confirmation and affirmation are given to the person in distress. Using empathy statements like “I understand what you are saying and feeling” can deliver a sense of understanding. It will further instil confidence in the mind of the speaker that he/she is being heard. </p><h3><strong>A concern for others</strong></h3><p>Empathy is seldom a surface-level concept. Understanding without being honest will not work. A genuine interest in understanding what others are saying and feeling is crucial. It doesn't have to be in an uncomfortable manner. Interest in the personal and professional life of a subordinate, co-worker or teammate will ingrain comfort and confidence. An honest interest can go a long way to building empathy in a leader. </p><h3><strong>Schedule one-on-one meetings</strong></h3><p>The best way to practice and show empathy is by having regular conversations and interactions. One-on-one regular meetings with leaders and team members will create avenues to openly talk about their issues and concerns. </p><p>You can, in fact, apply these pointers right here while reading this piece. Answer the following questions to understand where you are mentally and emotionally: </p><ol> <li style="font-weight: 400;" aria-level="1">Breathe in and check on yourself. How are you feeling at this moment? Do you feel relaxed or overwhelmed about yourself and your surroundings?</li> <li style="font-weight: 400;" aria-level="1">Based on what you are feeling right now. Is there anything you can change or implement that will alter your feelings? Or is there someone you can talk to about your feelings?</li> </ol><h2>Is empathy the way forward?</h2><p>Having empathy is one of the most important qualities for leaders of today, but it is still largely understated. Some individuals are naturally gifted at this, and they will have an advantage over others.</p><p>Leading empathically at work can create a sense of purpose for employees. Improve the overall work environment, create happier and healthier employees, increase productivity, and improve retention rates. If your company hasn’t started to instil empathy in its leaders, the time is now! The result will be far greater success in almost every aspect of your company.</p><h3><strong>Authored by Richa</strong></h3><p>For more information, please reach out to the <a href="Marketing@purplequarter.com">Marketing Team.</a></p></p>
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