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 4
... firm tells me. “But when I joined the army and went to officer candidate school. l was number one in my class—it was all about how you handle yourself. get along with people. work in teams. leadership. And that's what l find to be true ...
... firm tells me. “But when I joined the army and went to officer candidate school. l was number one in my class—it was all about how you handle yourself. get along with people. work in teams. leadership. And that's what l find to be true ...
Страница 9
... firm. streamlining or other innovations often create new problems that cry out for even greater emotional intelligence. As business changes. so do the traits needed to excel. Data tracking the talents of star performers over several ...
... firm. streamlining or other innovations often create new problems that cry out for even greater emotional intelligence. As business changes. so do the traits needed to excel. Data tracking the talents of star performers over several ...
Страница 10
... firm reported that more than half of callers making inquiries about jobs were still einployed—but were so fearful of losing those jobs that they had already started to look for another.' The day that AT&T began notifying the first oi ...
... firm reported that more than half of callers making inquiries about jobs were still einployed—but were so fearful of losing those jobs that they had already started to look for another.' The day that AT&T began notifying the first oi ...
Страница 11
... firm put it to me. "There's no way to give your loyalty to a company and expect it to be returned anymore. So each person is becoming their own little shop within the company—you have to be able to be part of a team. but also ready to ...
... firm put it to me. "There's no way to give your loyalty to a company and expect it to be returned anymore. So each person is becoming their own little shop within the company—you have to be able to be part of a team. but also ready to ...
Страница 19
... firm Mc('lelland started.' “lt's just a threshold competence: you need it to get in the field. but it does not make you a star. lt's the emotional intelligence abilities that matter more for superior performance." 1: n O (2 m vi C This ...
... firm Mc('lelland started.' “lt's just a threshold competence: you need it to get in the field. but it does not make you a star. lt's the emotional intelligence abilities that matter more for superior performance." 1: n O (2 m vi C This ...
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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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