ANGER MANAGEMENT

Strategic Management and Leadership Development, Strategy Development /
Ekechukwu Sabina Ego

Department of Strategic Management and Leadership Development…

Abstract
Anger is an emotional reaction which can range in intensity from mild irritation to intense range. Anger is a strong emotion and it’s reaction affects an individual’s physical, mental and psychological well-being and can create many physical and psychological defeat to an individual’s health. Learning how one can recognize and manage this strong emotion can positively promote healthy living, growth and transformation in a person. In this study, we look into the meaning and types of anger, consequences of anger, the importance and strategies of anger management.

INTRODUCTION
The feeling of anger is a common human emotion. Most times, people who get angry have a valid reason for such outburst. It is often considered as a common experience in everyday life (Averill, 1982). Anger is most time aroused in a person due to provocations or an altercation. However, when it becomes out of control, it becomes destructive and can cause severe issues in a variety of contexts including; issues at work, in one’s personal relationship, and in the general quality of one’s life. Everyone experiences anger at some point in their lives. Displaying the emotion can yield some good results depending on the situation of need.
There are different emotions that an individual experience, such as happiness, sorrow, anxiety, and contempt but anger remains one of the basic human emotions. These emotions have changed over the course of human history and are crucial to human history and to survival. It is typical to see ‘anger’ as a bad and damaging emotion which can occasionally result In more harmful actions, despite this fact, anger has some advantages to it such as, it serves as a warning sign that something unfair has occurred and that something needs to be done to make it right (Lambert et al., 2019).
Having anger problems and consistent anger outbursts causes a lot of problem for an individual personal, as well as professional life. One’s inability to control his anger makes everyone around him uncomfortable, angry, resentful and wary of him. Anger problem not only affects an individual’s personal life but also adversely affects his health, peace of mind and concentration on work.
Hence, it is important that everyone should learn to manage their anger so that anger does not control a person’s life.

OBJECTIVE OF THIS STUDY
At the end of this study, the readers should be able to
1. Understand the meaning and types of anger
2. Identify the Consequences of anger
3. Know the importance and strategies of anger management

UNDERSTANDING THE CONCEPT OF ANGER REACTION
Anger is ‘an emotional state that varies in intensity from mild irritation to intense fury and rage. According to R.W. Novaco (2016), Anger is a negatively toned emotion, subjectively experienced as an aroused state of antagonism toward someone or something perceived to be the source of an aversive event. It can also be a product of goal-blocking or frustrations, particularly when recurrent, or b e a reactive response to pain, physical or psychological (R.W. Novaco, 2016).
Anger can be classified as a secondary emotion. Emotions such as fear, frustration, anxiety, sorrow, or feeling diminished, inevitably precedes the experience of anger. Generally, anger replaces these primary emotions so quickly that we never notice them. Like other emotions, anger always never act alone. Beneath the primary emotions lie unmet needs.
It is crucial that you know the difference between anger and aggression. Anger is an emotion, and its ok to be angry. While, aggression is acting and letting out the anger inappropriately and aggression is not ok. Learn to check your aggression and express your anger appropriately. People who do not know constructive ways to express anger and frustration frequently become aggressive to express their feelings. Anger is the main component of aggressive behavior and acts of violence. Aggression is usually the result of excited emotional states of anger and frustration Anger, the emotion, is not a problem; what one does with anger can be.
4. When it comes to anger, everyone has a distinct trigger and experience. It is important that you understand that anger is harmful to others and to oneself.

Received 4th October, 2022; Revised: 4th November, 2022; Accepted 8th November 2022 © The author(s)

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How to Implement Successful Learning Initiatives in your Organization

Advanced Management, Strategic Marketing, Strategy Development /

Author: Yewande Okemati

 One of the most pressing issues for Learning Professionals is securing executive commitment to investing in learning and development initiatives. These six strategies will help you get buy-in from senior leadership to execute your learning initiatives.

People are every organisation’s most important asset and investing in them significantly increases the likelihood of business success, giving the organisation a competitive edge in its industry. You would think this should be an easy sell, but it never is the case. This is because business executives want to see a strong business case to secure their buy-in before committing resources to critical learning initiatives.

During challenging times, the budgets and resources of the L&D departments are usually the first to be axed. This action is primarily motivated by the fact that some business leaders cannot see a direct link between the investment in learning initiatives and business results and often do not immediately view Learning Professionals as business partners.

Getting executive buy-in not only facilitates approval and execution but also reinforces the importance of employee development as a direct correlation to business success. So, how do you go about obtaining executive buy-in?

Below are six strategies to help get buy-in from senior leadership to execute your learning initiatives.

  1. Understand your Business Strategy::

Before designing a learning intervention, it is crucial to have a good understanding of your organisation’s business strategy. Some questions to take into consideration include the following.

  • What is the medium to long-term goals of the organisation?
  • What are the gaps that have been observed which are impeding the company’s performance?
  • How can my learning initiative address these gaps and facilitate the achievement of organisational goals?
  • How do I communicate my message to executives in the business language they understand?

2. Align Initiatives to Corporate Objectives and Goals and Required Investment:

Aligning your learning initiatives to the business objectives and goals is crucial towards gaining buy-in from top management. It is critical to demonstrate how the interventions contribute to the bottom line. Hence, it is essential to be aware of the business direction and demonstrate an understanding of the strategy. Ensure to clearly show the link between the initiatives and how it supports the firm’s strategy. It is also essential to show the needed investment to bring the initiatives to life. This way, business leaders become receptive.

3. Define Success Metrics to Monitor Effectiveness:

Once a good understanding of the business need has been established, the next step is to define the critical success factors. C-level executives are concerned with outcomes; they want to understand what success entails and how it will be measured. Hence, it is critical to directly connect learning interventions to a measurable return on investment (ROI). You can achieve this by ensuring that your learning interventions are couched using SMART principles (Specific, Measurable, Achievable, Realistic, and Time-Bound). Also, demonstrate a direct impact on the firm’s goals and strategy with a clear plan that shows the duration of the monitoring phase and how to track results. Providing senior leaders with this information paints a clearer picture of your proposition and shows how well-thought-out your initiatives are.

4. Get the Right Time to Communicate:

Now that your idea is aligned with the business strategy and expressed in metrics that will engage your executive audience, the next step is to get the right time to communicate it to the decision-makers. Getting the right time to share your ideas is vital to ensure you are heard. Observe business trends and internal activities, then request a meeting with executives when they will be in the best frame of mind to listen to you. Ensure your message is concise, easy to understand and well-expressed using charts, graphs, references etc. Present your intervention, what it addresses and what’s in it for the business. Business leaders tend to pay more attention to ideas centred around business growth and success; a high chance of success depends on how well you structure the conversation.

5. Be Confident:

You must exude confidence and competence when presenting your initiative. Spend more time explaining the value of the intervention to the business than the business challenge that gave rise to it. This action will draw the decision maker’s attention, increasing the likelihood of obtaining their buy-in and the necessary funding.

6. Accept Feedback:

Feedback is essential as it helps gauge the listener’s level of understanding. Therefore, it is crucial to accept positive and negative feedback politely. There is no easy way to obtain top-level support for learning initiatives. However, Learning Professionals must demonstrate a direct link between their learning initiatives and corporate success. With the proper support from top-level management, an effective learning initiative can be executed to drive business performance.

Please speak to one of our Consultants via info@llbsuk.com to get valuable insights and expert advice. Find out where your business is and learn steps to move forward, gaining top management buy-in to your learning initiative.

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HOW THE FOURTH INDUSTRIAL REVOLUTION IMPACTS THE FUTURE OF WORK

Financial Management, Managerial Economics, People Management /

Author: Kingsley Ahiwe

The Fourth Industrial Revolution’s continued impact on the business world is being felt in various sectors of the economy. The labour market is experiencing one of the most significant and immediate effects. Brain drain has become a sensitive issue in both growing and advanced economies while public debate rages about the future of work and whether there will be enough jobs to employ everyone gainfully. As the new paradigm evolves, this will require revamping or strengthening the business strategy and corporate culture, learning and development, talent management, and existing organisational structures.
Explore the insights to see the key things companies can do to stay ahead of the curve and prepare for the future of work. The word “Industrial Revolution” has become a lexicon in the business world and global economy. It denotes a period of transition in how people live and work. The world witnessed the First Industrial Revolution in the late 19th century and early 20th century. Primarily, water and steam power using coal was the technology employed to mechanise production, power industries, and build rail infrastructure. The Second Industrial Revolution paved the way for globalisation, mass production, and automated production using electronics, and by the early 1990s, the new convergence of communication and energy had infiltrated society. Finally, the proliferation of information technology, electronics and the resurgence of renewable energies resulted in a robust new infrastructure for the Third Industrial Revolution. The world is witnessing yet another technological revolution, a shift, a surreal transformation! “The Fourth Industrial Revolution.” The Fourth Industrial Revolution represents a new phase in human history, made possible by extraordinary technological advancements comparable to the first, second, and third industrial revolutions. It combines digital, biological, and physical systems and will usher in a new era of human-machine interaction. According to the founder and executive chairman of the World Economic Forum (WEF), Klaus Schwab, it marks a fundamental shift in how we work, interact, and live. Due to its disruptive spread, exponential evolution, and speed of transformation without precedent in human history, this transformation cannot be viewed as a continuation of the Third Industrial Revolution.

AUTOMATION, DIGITAL PLATFORMS, AND OTHER INNOVATIONS ARE TRANSFORMING THE FUNDAMENTAL NATURE OF WORK IN THE FOURTH INDUSTRIAL REVOLUTION.

The Fourth Industrial Revolution’s continued impact on the business world is being felt in various sectors of the economy. The labour market is experiencing one of the most significant and immediate effects. Brain drain has become a sensitive issue in both growing and advanced economies while public debate rages about the future of work and whether there will be enough jobs to employ everyone gainfully. As automation replaces labour across diverse economic sectors, inequality in the labour market has increased. Workers with high skill levels now demand high pay, while those with low skill levels earn low salaries. This continues to create net job losses, high demand for high-skill jobs, and a rise in the growth and the need for safe and rewarding employment. Conversely, the business world can create value by using new technology and leveraging its advantages. This new form of leveraging technology has provided new value streams for leading firms worldwide, offering opportunities to transform the best and the most competitive industries. In sum, this leads to a fourth industrial value chain. INDIVIDUALS WILL BE AFFECTED IN DIFFERENT WAYS. The Fourth Industrial revolution is not just about the changing nature of work but also how it will impact people’s lives worldwide. Like the previous revolutions, this has the potential to raise global income levels and enhance the standard of living for people worldwide. We are witnessing a paradigm shift in how people spend their time. New technologies have made us more productive and accessible. As a result, people are collaborating faster and in different ways than before. Additionally, there has been massive growth in remote working, freelancing, and the gig economy. To survive in the shifting market, every professional—even those thought to be beyond transformation—must reinvent themselves. As the new paradigm evolves, it is counterproductive to demand that all your employees, including yourself, always possess the same skills. A NEW APPROACH TO STRATEGY, TALENT MANAGEMENT, AND LEARNING IS VITAL TO THRIVING IN THE FOURTH INDUSTRIAL REVOLUTION. As a result of this perfect storm of technologies, the Fourth Industrial Revolution is paving the way for transformative changes in the way we live and radically disrupting almost every business sector. The emergence of fresh global markets and business models leads to talent wars, demand for specialised skills, and evolving customer needs. Consequently, this will require revamping or strengthening the business strategy and corporate culture, learning and development, talent management, and existing organisational structures.

There are a few key things companies can do to stay ahead of the curve and prepare for the future of work.

Invest in technology: Not only will this help you automate manual processes and reduce costs, but it will also enhance business agility.

Rethink hiring strategy & talent management: Assess your current talent pool and make the necessary changes to improve hiring rates and increase retention. You can accomplish this by developing a strong employer brand – that drives attraction. Then go beyond matching skills and experience and evaluating the potential employee’s personality, culture, and values – which are ingredients for engagement. Finally, and most importantly, setting realistic expectations about job effort, deliverables, and potential career advancement promotes retention.

Expand your global footprint: By utilising the global talent ecosystem and partnerships, you can benefit from the changing workplace and capitalise on the sizable markets and opportunities it offers.

Create a culture of experimentation: Don’t be afraid to try new things. Whether it’s a new hiring method or a way to onboard your employees, you must be open to change.

Stay informed: Stay updated with industry trends and be aware of how technological changes impact the work landscape.

In conclusion, as the Fourth Industrial Revolution reshapes the future of work, individuals and businesses must prepare their people for that new world. This revolution will strengthen economies and be critical to individual and organisational future success. Exceptional customer experience, product/service innovation, talent, and culture will lay the foundations for growth and prosperity and form the epicentre of businesses. Understanding these shifts can help policymakers, business leaders, and workers move forward. In keeping up with this change, business leaders must comprehend the changing environment, question the presumptions of their operational teams, and innovate tirelessly and continuously. In addition, emphasis should be laid on training and capacity development, hiring right, building a culture of trust, talent management, and promoting employee engagement. If you need assistance in aligning your business with the new normal, building agility, or re-evaluating your talent or learning strategy for success in this rapidly changing business environment, please contact us for insights and expert advice through info@llbsuk.com

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