Emotional intelligence

Were you asked if you wanted to go back to the office?

current blog
Posted 24 May 2022 by Kevin Wood, The Myers-Briggs Company

If not, you might be part of a hybrid strategy that’s about to fail.

Social contracts, returning to the office and retaining your people in the new hybrid workplace

current blog
Posted 20 May 2022 by Melissa Summer, The Myers-Briggs Company

As employees return to the office, they’re expecting more flexibility in their social contracts with employers. How can HR help?

Using interpersonal needs to make the hybrid model work for teams

current blog
Posted 01 Mar 2022 by Melissa Summer, The Myers-Briggs Company

Is it possible to get the best of both worlds with hybrid work?

The rise of the robots

Are robots taking our jobs thm
Posted 16 Jun 2016 by John Hackston, Head of Research at OPP

A robot workforce with personality? Where does the MBTI framework fit in?

Insight Out

Inside Out screenshot
Posted 09 Oct 2015 by Richard Stockill - Product Manager at OPP

New Disney/Pixar film has fun with primary emotions and teaches some interesting psychology.

Five most common ways to alienate your staff

thumbs down for managers
Posted 23 Sep 2015 by John Hackston - Head of R&D at OPP

The employment market seems to be improving, which is good news for jobseekers but not necessarily for employers; having more jobs available means that there are more opportunities for workers to leave. All the more important, then, that managers don’t give their people that extra incentive to start looking elsewhere. Here are five of the most common ways in which managers can (and unfortunately do) alienate their staff.

Using emotional judgement to reduce biases in decision-making

Posted 10 Apr 2015 by Paul Deakin - Business psychologist and psychometrics expert

People make decisions largely on the basis of intuition and emotion. We might like to think otherwise, but it’s true. Even the most logical and rational amongst us find our cognitive functioning heavily influenced by a broad range of both positive and negative emotions.

Does being true to yourself make you happier?

authentic seal
Posted 12 Mar 2015 by Gaby Walker - R&D Consultant at OPP

Many leaders leave much of their ‘true’ personality at home and try to present themselves at work in the way they think a leader should operate. Leaders absorb these ‘should’ models of leadership from how they see leaders behaving around them (for good or ill), as well as from hoping to emulate leaders generally held up as great: eg Churchill, Branson, etc. On top of this, over the years leadership courses have advocated different styles of leadership, each with its own advantages and disadvantages. Leaders can feel they should be all things to all men; but isn’t it better for leaders to just be themselves, natural and authentic, whether at home or in the workplace?

Emotional Intelligence: What is it and does it matter?

Posted 06 Feb 2015 by Lorraine Mills - Head of Consultancy at OPP

In my work with individuals across all sectors and at all organisational levels, I am hearing more and more from managers and their HR colleagues about the importance of ‘Emotional Intelligence’. It’s a concept that has been around for a while and it looks like it is no longer the latest fad, but a permanent part of our people development “business as usual” tool kit. However, Emotional Intelligence has become a ‘catch all’ panacea for desirable interpersonal skills, a rather mixed bag of the positive qualities one might hope for in a colleague or leader.

2015 - a year to celebrate coaching

coaching tree
Posted 22 Jan 2015 by Penny Moyle - CEO at OPP

Coaching has always been an important part of the L&D service that OPP’s consultancy offers. It’s also the mainstay of the practice for many of our independent practitioner customers. Why is there such a demand? In short, organisations need their leaders to develop a great range of responses to the challenges they face, and to develop greater psychological resilience. Additionally, many organisations are seeking to develop coaching skills among line managers, knowing that this too can have a significant and positive impact on organisational performance.