Working With Emotional IntelligenceRandom House Publishing Group, 7. 12. 2011. - 400 страница Do you have what it takes to succeed in your career? The secret of success is not what they taught you in school. What matters most is not IQ, not a business school degree, not even technical know-how or years of expertise. The single most important factor in job performance and advancement is emotional intelligence. Emotional intelligence is actually a set of skills that anyone can acquire, and in this practical guide, Daniel Goleman identifies them, explains their importance, and shows how they can be fostered. For leaders, emotional intelligence is almost 90 percent of what sets stars apart from the mediocre. As Goleman documents, it's the essential ingredient for reaching and staying at the top in any field, even in high-tech careers. And organizations that learn to operate in emotionally intelligent ways are the companies that will remain vital and dynamic in the competitive marketplace of today—and the future. |
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... demand not “being nice.“ but rather. for example. bluntly confronting someone with an uncomfortable but consequential truth they've been avoiding. Second. emotional intelligence does not mean giving free rein to feelings—“letting it all ...
... demand not “being nice.“ but rather. for example. bluntly confronting someone with an uncomfortable but consequential truth they've been avoiding. Second. emotional intelligence does not mean giving free rein to feelings—“letting it all ...
Страница 10
... demand new talents. Chuming and the New Dread A friend at a Fortune 500 company. one that had just downsized. letting thousands of employees go. told me: “lt was terrible—so many people l've known for years were booted out. demoted. or ...
... demand new talents. Chuming and the New Dread A friend at a Fortune 500 company. one that had just downsized. letting thousands of employees go. told me: “lt was terrible—so many people l've known for years were booted out. demoted. or ...
Страница 14
... demands. Instead of quick fixes. you will find here sound guidelines for the real work of becoming more emotionally competent. These guidelines represent a level-headed survey of new thinking. research findings. and model practices from ...
... demands. Instead of quick fixes. you will find here sound guidelines for the real work of becoming more emotionally competent. These guidelines represent a level-headed survey of new thinking. research findings. and model practices from ...
Страница 28
... demands. The list offers a way to inventory our strengths and to pinpoint competencies we may want to bolster. Parts 2 and 3 ofthe book give more detail and insight imo each of the competencies. showing how they look when displayed in ...
... demands. The list offers a way to inventory our strengths and to pinpoint competencies we may want to bolster. Parts 2 and 3 ofthe book give more detail and insight imo each of the competencies. showing how they look when displayed in ...
Страница 32
... demands troubleshooting skills: being able to establish trust and rapport quickly. to listen well. and to persuade and sell a recommendation. As he puts it. “You need capacities like selfawareness. perspective taking. a sense of ...
... demands troubleshooting skills: being able to establish trust and rapport quickly. to listen well. and to persuade and sell a recommendation. As he puts it. “You need capacities like selfawareness. perspective taking. a sense of ...
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31 | |
Selfomrol | 73 |
3 | 114 |
Social Radar | 131 |
4 | 232 |
Best Practices | 258 |
Taking the Organizational Pulse | 279 |
The Heart of Performance | 297 |
en | 326 |
Notes | 358 |
Index | 373 |
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