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 xi
... offered timely crisis management and technical support. Rowan Foster. my assistant. kept my professional life running while writing consumed my time. My deepest gratitude is to the hundreds of men and women from coinpanies large and ...
... offered timely crisis management and technical support. Rowan Foster. my assistant. kept my professional life running while writing consumed my time. My deepest gratitude is to the hundreds of men and women from coinpanies large and ...
Страница 14
... offer practical. scientifically grounded guidelines for the best ways of doing so. Finally. Part 5 considers what it means for an organization to be emotionally intelligent. l describe one such company and show why such practices can ...
... offer practical. scientifically grounded guidelines for the best ways of doing so. Finally. Part 5 considers what it means for an organization to be emotionally intelligent. l describe one such company and show why such practices can ...
Страница 22
... offered him interviews for jobs. and he was a universal first pick—at least on the basis of his résumé. But Penn's arrogance came across all too clearly; he ended up with only one job offer. from a second-tier outfit. Matt. another Yale ...
... offered him interviews for jobs. and he was a universal first pick—at least on the basis of his résumé. But Penn's arrogance came across all too clearly; he ended up with only one job offer. from a second-tier outfit. Matt. another Yale ...
Страница 28
... 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 full power——ot ...
... 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 full power——ot ...
Страница 32
... offer an actionable. practical path that will turn an idea into a useful product.“ Handling an emotional situation demands troubleshooting skills: being able to establish trust and rapport quickly. to listen well. and to persuade and ...
... offer an actionable. practical path that will turn an idea into a useful product.“ Handling an emotional situation demands troubleshooting skills: being able to establish trust and rapport quickly. to listen well. and to persuade and ...
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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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