As there is a new perspective in every field due to many reasons such as the developing world, Covid-19, generational differences, and economic uncertainties, the concept and content of leadership also changes. So, how can leaders be successful in this new era in business life? "CEOs need keep an open mind so they can adapt to a rapidly changing world and need to bring an abundant dose of emotional intelligence to the job." These words of Indra Nooye, who worked at PepsiCo for 24 years, are like a brief summary of leadership in the new era. Leaders should be able to adapt to the ever-changing conditions in a short time; they should always question themselves and the environment, and be open to innovations and opinions, by succeeding in leaving their titles aside when appropriate. While factors such as education, experience, age were sufficient to be respected and accepted by leadership in the past, it seems that these alone are not enough for new generations. It seems that the type of leadership that is authoritarian, ordered, oppressive, closed to outside ideas, and where ideas are evaluated by title, is quite a thing of the past. It is very important for leaders to understand the expectations of their team, to know them, to direct their competencies correctly and to pave the way by presenting a concrete target for the future. In addition, considering the expectations of the employees, leaders who can train new leaders instead of being afraid of competition will make a big difference. According to research, modern leaders should be transparent, honest and good communicators. In the past, leaders who communicate over distances are being replaced by reachable leaders. Leaders should be able to achieve an atmosphere of trust and honesty by sharing their feelings and concerns from time to time. Leaders who share information transparently make employees feel important, facilitate meeting a common goal, and achieve a stronger team spirit. Peter Drucker said, “The leader of the past was a person who knew how to tell. The leader of the future will be a person who knows how to ask.” is a key point of view for the new era leadership. Today and in the past, leaders are expected to have a high level of eloquence. But now, leaders who only talk and express long opinions on every subject are replaced by leaders who are able to ask questions and listen. It is observed that performance and efficiency increase with the correct answers given to the correct questions asked in order to see the problem and produce the solution. Learning the techniques of asking questions is of great importance for modern leaders. Although it will take time and even painful to move away from the traditional mentality and adapt to modern leadership, it is a necessity for today's business world to keep up with modern perspectives. Companies that support traditional leadership, on the other hand, seem to lag behind companies that promote modern leadership.

Gary Yukl, known for his research in the field of personal development, society and leadership, said: "Self-knowledge makes it easier to understand one's own needs and possible reactions in the event of certain events and to evaluate alternative solutions."it actually expresses the way we position  Emotional Quotient in our social life. So what is  Emotional Quotient ? Do we meet him in business life? The basis of many articles written on leadership is the ability to manage oneself. The foundation of this also starts with awareness. Since managers who are aware of their own behavior will also better understand the team's well-being, development and sense of self, in fact, emotional quotiant skills are one of the most important leadership qualities. Success adorns our dreams yes, but is success only about getting high grades in school? Now we know that this is not the case, because only 20% of the total success in life is related to IQ, that is, academic intelligence as we know it. When we look at business life, emotional quotient  is in a very important area in connection with leadership. In other words, the decision mechanism of our competence to be a manager or leader is our emotional intelligence. This concept emerges as the cornerstone of communication, especially in teamwork and team management, where communication occupies a very critical place. In addition, mutual understanding of feelings and thoughts and the formation of a bond in this way is also very important between the manager and employees.   The main components of EQ are self-confidence, self-consciousness, empathy, self-control and relationship management, which we are familiar with; in fact, we often encounter them in our social life. In particular, the subject of empathy plays a vital role in business life as well as in social life. According to Goleman, people who can motivate themselves, are successful in social skills, have strong empathy and control their instinctive emotions are people with high emotional quotient. In other words, EQ is interested in how we are positioned in the team, how we manage ourselves and the team. In other words, we can say that the establishment and management of a team or the advancement of a harmonious work with this team is a product of our emotional quotient. The need for EQ is actually increasing in connection with the increase in the number of managed teams or the increase in complex business processes. In addition, it is a concept that comes across today as one of the terms associated with the increasing level of well-being. In other words, rates such as high crime rates and low empathy in society are at lower levels in societies that talk about emotional quotient. We can say that we are familiar with the difficulties experienced in expressing emotions, especially in the hectic life order brought about by the modern age. Individuals who are defined as having high emotional intelligence in business life are defined as qualified leaders who are open to development and aware of their strengths, who can take action accordingly by foreseeing the possible future in crisis moments. However, being aware of human emotions, especially in business life, effective communication, motivation, judgment, empathy emotional quotient in business by actively using pragmatic individuals with characteristics such as an individual's scientific research, according to brings success in this business more than 43. Again, in today's most accurate role and human resource matching processes, in other words, emotional quotient awareness lies at the basis of recruitment. EQ is very important and critical in recruitment processes. Because empathy, self-awareness and communication are the cornerstones of business life, and these concepts are the cornerstones of the concept of emotional quotient. In summary, emotions occupy an important place in social life and business life and are associated with issues such as employee loyalty, motivation, productivity. In this case, manageable emotions have also become a touchstone in creating strong and efficient organizations...

Hello everyone from Peoployed, The year 2020-2021, which will not be remembered well even after many years, is preparing to leave tired administrations and societies behind. He has already convinced everyone that we will feel the impact of these challenging conditions for at least another semester next year. In the context of readiness for similar processes in the future, some strategists emphasize agility instead of making long-term plans during such VUCA-dominated periods, while another section advocates a transition to scenario spaces aimed at addressing every situation within the possibilities. Differences of opinion do not occur only in the field of strategy setting. There are also different opinions about whether the aftermath of the pandemic will result in “a jump and a return to the point where the jump was made” or whether a new balance and order will be established at the peak point reached as a result of the jump. In our opinion, a return to the point where we began to experience the conditions of the pandemic is no longer in question. However, as living and working conditions normalize, there will be a tangible retreat from the peaks reached during the pandemic. In the big picture, the change will continue from a slightly further point. Achieving the right capabilities is a long-term problem area for companies. Of all the functions of Human Resources, it is the most critical and decaying. If you are successful in this sub-function as an organization, you are very likely to continue the subsequent processes of performance, adaptation, development and employee experience with little resources and high efficiency. Of course, there is also the opposite scenario. If it is both difficult and necessary to solve a problem, such as clearing the field, achieving the right skills, this place should be a priority for managers. The new working models that the pandemic conditions have accelerated and expanded the entry into working life have increased the difficulty and necessity of delivering roles that require both expertise and managerial skills to the right employees. Today the level of personal discipline and the threshold high durability, able to offer a high-performance experience in sustainable VUCA conditions, have the confidence to take initiative, work with multiple skill sets that provide individual, as needed, at the forefront of digital tools at peace with candidates and, unfortunately, this global talent pool to the shallow end. Therefore, the competition will be tough. Probably, at no time have administrations worked as closely with Human Resources professionals as they did during the corona virus epidemic and applied for their expertise. Investments in technology and human resources and strategic policies to be managed from a single source and functions of HR and leadership are critical issues alone can decide that it is widely accepted that without BT. Senior management wants to hear from the real owners what the strategies in these areas should be. It should be out of the question to take the use of HR analytics in a value-creating way, especially in determining strategy in organizations, out of the agendas. However, considering the periodic priorities and the fact that the HR world has recently come a long way in this area, we should naturally welcome a significant reduction in the urgency for now. Integrating performance with direct remuneration instead of development, appreciation and reward is neither a very recommendable nor a very acceptable approach. However, the new generation of super jobs, the super abilities that take responsibility for them, the growing dominance of project teams in organizational structures, the fact that they can also work from anywhere, these two functions were included in our agendas under the same topic last year. Innovations in these areas include establishing more flexible, more agile performance and wage systems, switching to OKR-type performance systems that provide instant feedback, frequent and concrete evaluation opportunities, using wide wage bands, and offering income packages where the weight of wages is decimated. The environmental conditions dominated by the pandemic have made it more important and urgent for companies to take steps in these matters. Human Resources should also be provided to the administrations by designing effective employee performance, reward and remuneration systems in the conditions of VUCA. Just as a strategic stakeholder should… With this period, our agendas are even more crowded with issues added to priority lists, from strengthening the sense of trust to digitalization, from restructuring the channels of internal communication to changing leadership competencies. Although the pandemic has not said much new, it has accelerated one of the biggest technology-based transformation and change processes that the business world has experienced over the past decade. He mobilized many administrations that were slowing down the change process, changed the thoughts of leaders who believed that some changes could not take place. Being friendly with such an accelerating process of change and transformation, harmonizing strategies and operations, correctly addressing the unknowns and weaknesses that innovation will create will be the priorities of the business world. The good news from the Peoployed Human Resources point of view is that we will have the opportunity to take on more critical roles in this process than ever before, which will have an impact on employees in all aspects.