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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... employees and provided other helpful research in economics. David Bennan. computer consultant par excellence. offered timely crisis management and technical support. Rowan Foster. my assistant. kept my professional life running while ...
... employees and provided other helpful research in economics. David Bennan. computer consultant par excellence. offered timely crisis management and technical support. Rowan Foster. my assistant. kept my professional life running while ...
Страница 8
... employees be trained in the ubiquitous "quality circle" approach. “They wanted us to work better as a team. which was great.“ he says. "But we've found it hard—how can you be a team if you're not a group first? And to bond as a group we ...
... employees be trained in the ubiquitous "quality circle" approach. “They wanted us to work better as a team. which was great.“ he says. "But we've found it hard—how can you be a team if you're not a group first? And to bond as a group we ...
Страница 9
... employees worked in cross-functional teams and the place bubbled with creative energy. People routinely put in ... employee might easily hide a hot temper or shyness. now competencies such as irratiaging one's emotions. handling ...
... employees worked in cross-functional teams and the place bubbled with creative energy. People routinely put in ... employee might easily hide a hot temper or shyness. now competencies such as irratiaging one's emotions. handling ...
Страница 10
... employees go. told me: “lt was terrible—so many people l've known for years were booted out. demoted. or transferred. lt was hard for everybody. I still have my job. but l'll never feel the same about this place. “l've been here thirty ...
... employees go. told me: “lt was terrible—so many people l've known for years were booted out. demoted. or transferred. lt was hard for everybody. I still have my job. but l'll never feel the same about this place. “l've been here thirty ...
Страница 12
... employees. and just I9 percent of those applying for entry-level jobs have enough self-discipline in their work habits.' More and more employers are complaining about the lack of social skills in new hires. In the words of an executive ...
... employees. and just I9 percent of those applying for entry-level jobs have enough self-discipline in their work habits.' More and more employers are complaining about the lack of social skills in new hires. In the words of an executive ...
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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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