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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Страница 6
... feelings—“letting it all hang out." Rather. it means managing feelings so G BEYOND EXPERTISE.
... feelings—“letting it all hang out." Rather. it means managing feelings so G BEYOND EXPERTISE.
Страница 7
... feelings so that they are expressed appropriately and etfectively. enabling people to work together smoothly toward their common goals. Also. women are not "smarter“ than men when it comes to emotional intelligence. nor are men superior ...
... feelings so that they are expressed appropriately and etfectively. enabling people to work together smoothly toward their common goals. Also. women are not "smarter“ than men when it comes to emotional intelligence. nor are men superior ...
Страница 9
... feeling burned out and robbed of their private lives. And though everyone could talk via computer to everyone else. people felt that no one was truly listening to them. People desperately felt the need for connection. for empathy. for ...
... feeling burned out and robbed of their private lives. And though everyone could talk via computer to everyone else. people felt that no one was truly listening to them. People desperately felt the need for connection. for empathy. for ...
Страница 16
... feeling" or “thinking" type—were part of the standard measures of work potential. But there was a problem. Many of the personality tests had been designed for completely different reasons. such as diagnosing psychological disorders. and ...
... feeling" or “thinking" type—were part of the standard measures of work potential. But there was a problem. Many of the personality tests had been designed for completely different reasons. such as diagnosing psychological disorders. and ...
Страница 18
... feeling. Mc('lelland found that the stars scored much higher than the mediocre diplomats at accurately discerning the speakers' emotions. This translated into an ability to read emotional messages in people with backgrounds vastly ...
... feeling. Mc('lelland found that the stars scored much higher than the mediocre diplomats at accurately discerning the speakers' emotions. This translated into an ability to read emotional messages in people with backgrounds vastly ...
Садржај
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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