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 8
... manager at Siemen AG. the German conglomerate. tells me. “We see the need to use our people better—maxi|nize our human assets—to make the curve rise again. So were trying to make the company more emotionally intelligent." n O F0 </=3 tn ...
... manager at Siemen AG. the German conglomerate. tells me. “We see the need to use our people better—maxi|nize our human assets—to make the curve rise again. So were trying to make the company more emotionally intelligent." n O F0 </=3 tn ...
Страница 17
... managers in a large corporation. the real job of these officers is to “sell“ America. to get people abroad to feel positively about the United States. Selection for these diplomatic posts was a fonnidable hurdle. one only those with the ...
... managers in a large corporation. the real job of these officers is to “sell“ America. to get people abroad to feel positively about the United States. Selection for these diplomatic posts was a fonnidable hurdle. one only those with the ...
Страница 21
... managers at Fortune S00 companies. Sternberg discovered that practical intelligence seems to account for at least as much on-the-job success as does IQ." On the other hand. practical intelligence is rarely the main factor in a star's ...
... managers at Fortune S00 companies. Sternberg discovered that practical intelligence seems to account for at least as much on-the-job success as does IQ." On the other hand. practical intelligence is rarely the main factor in a star's ...
Страница 28
... managers. the key competencies include the same triumvirate—self-control. conscientiousness. and empathy—plus a fourth competence. sewice orientation." The competencies one needs for success may change as one rises through the ranks: in ...
... managers. the key competencies include the same triumvirate—self-control. conscientiousness. and empathy—plus a fourth competence. sewice orientation." The competencies one needs for success may change as one rises through the ranks: in ...
Страница 31
... managers at Amoco. Ufthese. four were purely cognitive or technical. while the rest fell in the emotional competence category. Simple math yields the finding: 73 percent of the abilities identified by Amoco as key to superior ...
... managers at Amoco. Ufthese. four were purely cognitive or technical. while the rest fell in the emotional competence category. Simple math yields the finding: 73 percent of the abilities identified by Amoco as key to superior ...
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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