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Social Intelligence Strategies for Early Stage Companies

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October 22, 2020 6 min read

Opinions expressed by Entrepreneur contributors are their own.

Growing a startup can be challenging on many fronts, from raising capital to developing technology, but there is one thing that is even more important to its long-term success: hiring the right people. 

As early stage companies look to expand teams to meet customer demand, they need to bring on the best talent, and that means they will be looking for people with certain attributes. Testing of current and potential employees is nothing new; however, recent developments in psychometrics have allowed human resources professionals a much more accurate way to measure different types of intelligence to determine a person’s likelihood of successful performance on the job.

The importance of social intelligence

The concept of social intelligence (SI) was popularized in the late 1990s, when Daniel Goleman released the book Social Intelligence. According to a 2009 interview with Goleman in the Harvard Business Review (“Social Intelligence and the Biology of Leadership“), social intelligence becomes especially important in times of crisis. Notably, in an example cited in the article about a Canadian health care system that was forced to endure a reorganization and drastic cutbacks, it was the nurses and frontline workers with socially intelligent bosses that reported good emotional health and an enhanced ability to care for their patients, even during the stress of layoffs. At the same time, “workers whose leaders scored low on social intelligence reported unmet patient-care needs at three times the rate – and emotional exhaustion at four times the rate – of their colleagues who had supportive leaders,” said Goleman.

Related: 3 Social-Intelligence Methods for Building Strong Stakeholder …

While startup companies tend to favor expertise over social intelligence when hiring someone to guide the company, a crisis manager needs both. 

According to Goleman, “the salient discovery is that certain things that leaders do – specifically exhibit empathy and become attuned to others’ moods – literally affects both their own brain chemistry and that of their followers.” Interestingly, when this occurs, researchers have found that their brains are reacting to one another, either consciously or unconsciously. In a sense, these leaders are able to behave in such a way as to powerfully leverage this system of brain interconnectedness. One conclusion reached here was that a powerful way to become a great leader is finding authentic contexts in which learn the social behaviors that reinforce another person’s social circuitry. Effectively, this practice becomes less about mastering certain skill sets and more about developing a genuine interest in, and talent for, developing positive feelings in the people whose support and cooperation is needed.

The CHRO and the future of work

Today’s human resources leaders recognize the need to be more analytical about identifying leadership talent. Ideally, the CEO and Chief Human Resources Officer (CHRO) partnership plays a pivotal role in the company’s growth. In a recent interview with Hitch, Kelly Steven-Waiss, CHRO of HERE Technologies, says this: “As the key advisor to the CEO, the CHRO must not only be able to understand the external threats and drivers but translate those into strategies to mitigate risk and leverage opportunities. They will need to be THE steward of change across multiple stakeholders, including the board of directors, shareholders, executive peers, and employees.”

A CHRO must be prepared to respond to the rising challenges CEOs face in preparing for the future of work. They will need to predict human capital needs, upskill existing employees and be knowledgeable about the new technologies that are fueling the Fourth Industrial Revolution.

Using psychometrics to evaluate talent

Psychometric testing is used at a little less than 20 percent of companies, most commonly for recruitment and hiring, but also to identify and minimize derailing behaviors among high-potential leaders. Testing reveals how leaders who lack self-awareness fail to learn from their experiences. Research in applied psychometrics has revealed very specific problems among faulty leaders, including:

  • Problems with interpersonal relationships

  • Failure to build and lead a team

  • Lack of self-awareness

  • Inability to learn from feedback and experience

  • Trust/integrity issues

  • Inability to change or adapt

  • Poor composure under stress

  • Over-reliance on strengths

Typically, startups do not have the budget necessary to hire large consulting firms to administer psychometric evaluations for leadership development, nor are they aware of applicable anti-discrimination laws that may apply to such testing. For example, the Americans with Disabilities Act provides specific guidelines for using psychometrics within organizations, saying they must respect people’s privacy and not aim to diagnose potential hires or employees in any way.

Related: Emotional Intelligence is the Secret to Leadership in Times of Crisis

Sports psychologists for the win

In addition to psychometric testing, startups are looking for innovative ways to develop those must-have capabilities that allow leaders to function well in high-stress environments. Some of these “corporate athlete” qualities closely mirror those of professional athletes, such as focus, teamwork, attention to a plan, and building stamina for a big event.

One of the overarching goals for sports and business is helping individuals accept what cannot be changed and gaining control over what can be changed. This means investing time into the aspects of the job that can be personally managed, such as concentration, emotions, and productivity levels. In other words, it is not just about minimizing problems; it is about stretching an individual’s capacities.

Contrary to mainstream beliefs, sport principles and practices are not only used to enhance . In reality, many other elements fall into the realm of sports psychology, such as developing effective team and communication strategies, awareness of one’s role on the team, and establishing plans to execute on short and long-term goals. All of these concepts are vital to success in both sports and business.

Data to insights to action

Just as startups and established businesses rely on big data to gain insights on their customers, their HR executives are placing a higher value on data about employees. One company that is helping them apply psychometric data is SurePeople. 

Using a unique methodology called Predictive People Analytics, SurePeople synthesizes the most relevant people data to derive predictive insights and prescribe specific actions for organizational leaders and stakeholders. By analyzing psychometric data, and anonymous employee feedback, SurePeople empowers leaders to build stronger and more effective teams. The data is also used to help team members with personal development, including achieving higher Emotional, Relational and Team intelligence (ERT-i). 

Whatever course is chosen to enhance individual and team effectiveness, it is evident that psychometrics and social intelligence will play a pivotal role in the success of any startup business, and data will provide valuable and actionable insights. As once wisely stated, “We cannot solve our problems with the same thinking we used when we created them.”

Related: How Bill Gates Learned to Be an Empathetic Leader

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The Trump campaign celebrated a growth record that Democrats downplayed.

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The White House celebrated economic growth numbers for the third quarter released on Thursday, even as Joseph R. Biden Jr.’s presidential campaign sought to throw cold water on the report — the last major data release leading up to the Nov. 3 election — and warned that the economic recovery was losing steam.

The economy grew at a record pace last quarter, but the upswing was a partial bounce-back after an enormous decline and left the economy smaller than it was before the pandemic. The White House took no notice of those glum caveats.

“This record economic growth is absolute validation of President Trump’s policies, which create jobs and opportunities for Americans in every corner of the country,” Mr. Trump’s re-election campaign said in a statement, highlighting a rebound of 33.1 percent at an annualized rate. Mr. Trump heralded the data on Twitter, posting that he was “so glad” that the number had come out before Election Day.

The annualized rate that the White House emphasized extrapolates growth numbers as if the current pace held up for a year, and risks overstating big swings. Because the economy’s growth has been so volatile amid the pandemic, economists have urged focusing on quarterly numbers.

Those showed a 7.4 percent gain in the third quarter. That rebound, by far the biggest since reliable statistics began after World War II, still leaves the economy short of its pre-pandemic levels. The pace of recovery has also slowed, and now coronavirus cases are rising again across much of the United States, raising the prospect of further pullback.

“The recovery is stalling out, thanks to Trump’s refusal to have a serious plan to deal with Covid or to pass a new economic relief plan for workers, small businesses and communities,” Mr. Biden’s campaign said in a release ahead of Thursday’s report. The rebound was widely expected, and the campaign characterized it as “a partial return from a catastrophic hit.”

Economists have warned that the recovery could face serious roadblocks ahead. Temporary measures meant to shore up households and businesses — including unemployment insurance supplements and forgivable loans — have run dry. Swaths of the service sector remain shut down as the virus continues to spread, and job losses that were temporary are increasingly turning permanent.

“With coronavirus infections hitting a record high in recent days and any additional fiscal stimulus unlikely to arrive until, at the earliest, the start of next year, further progress will be much slower,” Paul Ashworth, chief United States economist at Capital Economics, wrote in a note following the report.

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Black and Hispanic workers, especially women, lag in the U.S. economic recovery.

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The surge in economic output in the third quarter set a record, but the recovery isn’t reaching everyone.

Economists have long warned that aggregate statistics like gross domestic product can obscure important differences beneath the surface. In the aftermath of the last recession, for example, G.D.P. returned to its previous level in early 2011, even as poverty rates remained high and the unemployment rate for Black Americans was above 15 percent.

Aggregate statistics could be even more misleading during the current crisis. The job losses in the initial months of the pandemic disproportionately struck low-wage service workers, many of them Black and Hispanic women. Service-sector jobs have been slow to return, while school closings are keeping many parents, especially mothers, from returning to work. Nearly half a million Hispanic women have left the labor force over the last three months.

“If we’re thinking that the economy is recovering completely and uniformly, that is simply not the case,” said Michelle Holder, an economist at John Jay College in New York. “This rebound is unevenly distributed along racial and gender lines.”

The G.D.P. report released Thursday doesn’t break down the data by race, sex or income. But other sources make the disparities clear. A pair of studies by researchers at the Urban Institute released this week found that Black and Hispanic adults were more likely to have lost jobs or income since March, and were twice as likely as white adults to experience food insecurity in September.

The financial impact of the pandemic hit many of the families that were least able to afford it, even as white-collar workers were largely spared, said Michael Karpman, an Urban Institute researcher and one of the studies’ authors.

“A lot of people who were already in a precarious position before the pandemic are now in worse shape, whereas people who were better off have generally been faring better financially,” he said.

Federal relief programs, such as expanded unemployment benefits, helped offset the damage for many families in the first months of the pandemic. But those programs have mostly ended, and talks to revive them have stalled in Washington. With virus cases surging in much of the country, Mr. Karpman warned, the economic toll could increase.

“There could be a lot more hardship coming up this winter if there’s not more relief from Congress, with the impact falling disproportionately on Black and Hispanic workers and their families,” he said.

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Ant Challenged Beijing and Prospered. Now It Toes the Line.

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As Jack Ma of Alibaba helped turn China into the world’s biggest e-commerce market over the past two decades, he was also vowing to pull off a more audacious transformation.

“If the banks don’t change, we’ll change the banks,” he said in 2008, decrying how hard it was for small businesses in China to borrow from government-run lenders.

“The financial industry needs disrupters,” he told People’s Daily, the official Communist Party newspaper, a few years later. His goal, he said, was to make banks and other state-owned enterprises “feel unwell.”

The scope of Mr. Ma’s success is becoming clearer. The vehicle for his financial-technology ambitions, an Alibaba spinoff called Ant Group, is preparing for the largest initial public offering on record. Ant is set to raise $34 billion by selling its shares to the public in Hong Kong and Shanghai, according to stock exchange documents released on Monday. After the listing, Ant would be worth around $310 billion, much more than many global banks.

The company is going public not as a scrappy upstart, but as a leviathan deeply dependent on the good will of the government Mr. Ma once relished prodding.

More than 730 million people use Ant’s Alipay app every month to pay for lunch, invest their savings and shop on credit. Yet Alipay’s size and importance have made it an inevitable target for China’s regulators, which have already brought its business to heel in certain areas.

These days, Ant talks mostly about creating partnerships with big banks, not disrupting or supplanting them. Several government-owned funds and institutions are Ant shareholders and stand to profit handsomely from the public offering.

The question now is how much higher Ant can fly without provoking the Chinese authorities into clipping its wings further.

Excitable investors see Ant as a buzzy internet innovator. The risk is that it becomes more like a heavily regulated “financial digital utility,” said Fraser Howie, the co-author of “Red Capitalism: The Fragile Financial Foundation of China’s Extraordinary Rise.”

“Utility stocks, as far as I remember, were not the ones to be seen as the most exciting,” Mr. Howie said.

Ant declined to comment, citing the quiet period demanded by regulators before its share sale.

The company has played give-and-take with Beijing for years. As smartphone payments became ubiquitous in China, Ant found itself managing huge piles of money in Alipay users’ virtual wallets. The central bank made it park those funds in special accounts where they would earn minimal interest.

After people piled into an easy-to-use investment fund inside Alipay, the government forced the fund to shed risk and lower returns. Regulators curbed a plan to use Alipay data as the basis for a credit-scoring system akin to Americans’ FICO scores.

China’s Supreme Court this summer capped interest rates for consumer loans, though it was unclear how the ceiling would apply to Ant. The central bank is preparing a new virtual currency that could compete against Alipay and another digital wallet, the messaging app WeChat, as an everyday payment tool.

Ant has learned ways of keeping the authorities on its side. Mr. Ma once boasted at the World Economic Forum in Davos, Switzerland, about never taking money from the Chinese government. Today, funds associated with China’s social security system, its sovereign wealth fund, a state-owned life insurance company and the national postal carrier hold stakes in Ant. The I.P.O. is likely to increase the value of their holdings considerably.

“That’s how the state gets its payoff,” Mr. Howie said. With Ant, he said, “the line between state-owned enterprise and private enterprise is highly, highly blurred.”

China, in less than two generations, went from having a state-planned financial system to being at the global vanguard of internet finance, with trillions of dollars in transactions being made on mobile devices each year. Alipay had a lot to do with it.

Alibaba created the service in the early 2000s to hold payments for online purchases in escrow. Its broader usefulness quickly became clear in a country that mostly missed out on the credit card era. Features were added and users piled in. It became impossible for regulators and banks not to see the app as a threat.

ImageAnt Group’s headquarters in Hangzhou, China.
Credit…Alex Plavevski/EPA, via Shutterstock

A big test came when Ant began making an offer to Alipay users: Park your money in a section of the app called Yu’ebao, which means “leftover treasure,” and we will pay you more than the low rates fixed by the government at banks.

People could invest as much or as little as they wanted, making them feel like they were putting their pocket change to use. Yu’ebao was a hit, becoming one of the world’s largest money market funds.

The banks were terrified. One commentator for a state broadcaster called the fund a “vampire” and a “parasite.”

Still, “all the main regulators remained unanimous in saying that this was a positive thing for the Chinese financial system,” said Martin Chorzempa, a research fellow at the Peterson Institute for International Economics in Washington.

“If you can’t actually reform the banks,” Mr. Chorzempa said, “you can inject more competition.”

But then came worries about shadowy, unregulated corners of finance and the dangers they posed to the wider economy. Today, Chinese regulators are tightening supervision of financial holding companies, Ant included. Beijing has kept close watch on the financial instruments that small lenders create out of their consumer loans and sell to investors. Such securities help Ant fund some of its lending. But they also amplify the blowup if too many of those loans aren’t repaid.

“Those kinds of derivative products are something the government is really concerned about,” said Tian X. Hou, founder of the research firm TH Data Capital. Given Ant’s size, she said, “the government should be concerned.”

The broader worry for China is about growing levels of household debt. Beijing wants to cultivate a consumer economy, but excessive borrowing could eventually weigh on people’s spending power. The names of two of Alipay’s popular credit functions, Huabei and Jiebei, are jaunty invitations to spend and borrow.

Huang Ling, 22, started using Huabei when she was in high school. At the time, she didn’t qualify for a credit card. With Huabei’s help, she bought a drone, a scooter, a laptop and more.

The credit line made her feel rich. It also made her realize that if she actually wanted to be rich, she had to get busy.

“Living beyond my means forced me to work harder,” Ms. Huang said.

First, she opened a clothing shop in her hometown, Nanchang, in southeastern China. Then she started an advertising company in the inland metropolis of Chongqing. When the business needed cash, she borrowed from Jiebei.

Online shopping became a way to soothe daily anxieties, and Ms. Huang sometimes racked up thousands of dollars in Huabei bills, which only made her even more anxious. When the pandemic slammed her business, she started falling behind on her payments. That cast her into a deep depression.

Finally, early this month, with her parents’ help, she paid off her debts and closed her Huabei and Jiebei accounts. She felt “elated,” she said.

China’s recent troubles with freewheeling online loan platforms have put the government under pressure to protect ordinary borrowers.

Ant is helped by the fact that its business lines up with many of the Chinese leadership’s priorities: encouraging entrepreneurship and financial inclusion, and expanding the middle class. This year, the company helped the eastern city of Hangzhou, where it is based, set up an early version of the government’s app-based system for dictating coronavirus quarantines.

Such coziness is bound to raise hackles overseas. In Washington, Chinese tech companies that are seen as close to the government are radioactive.

In January 2017, Eric Jing, then Ant’s chief executive, said the company aimed to be serving two billion users worldwide within a decade. Shortly after, Ant announced that it was acquiring the money transfer company MoneyGram to increase its U.S. footprint. By the following January, the deal was dead, thwarted by data security concerns.

More recently, top officials in the Trump administration have discussed whether to place Ant Group on the so-called entity list, which prohibits foreign companies from purchasing American products. Officials from the State Department have suggested that an interagency committee, which also includes officials from the departments of defense, commerce and energy, review Ant for the potential entity listing, according to three people familiar with the matter.

Ant does not talk much anymore about expanding in the United States.

Ana Swanson contributed reporting.

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