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 12
... 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 at a large restaurant ...
... 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 at a large restaurant ...
Страница 19
... percent. and perhaps as low as -"l percent.' This means that IQ alone at best leaves 75 percent ofjob s nexplained. and at worst ')6 percent—in other words. it does not determine who succeeds and who fails. For example. a study of ...
... percent. and perhaps as low as -"l percent.' This means that IQ alone at best leaves 75 percent ofjob s nexplained. and at worst ')6 percent—in other words. it does not determine who succeeds and who fails. For example. a study of ...
Страница 20
... percent or so of intelligence. IQ itself otfers relatively little competitive advantage. We do not compete in our careers with people who lack the requisite intelligence to enter and stay in our f ield—but rather against the much ...
... percent or so of intelligence. IQ itself otfers relatively little competitive advantage. We do not compete in our careers with people who lack the requisite intelligence to enter and stay in our f ield—but rather against the much ...
Страница 31
... percent of the abilities identified by Amoco as key to superior performance in this job were emotional competencies. When l applied this method to all l8l competence models l had studied, I found that 67 pert-cnr—two out of three-of the ...
... percent of the abilities identified by Amoco as key to superior performance in this job were emotional competencies. When l applied this method to all l8l competence models l had studied, I found that 67 pert-cnr—two out of three-of the ...
Страница 35
... percent—with that of average or poor performers. That value. they found. increases with the complexity of the job: I For simpler jobs. like machine operators or clerks. those in the top 1 percent produced three times more output than ...
... percent—with that of average or poor performers. That value. they found. increases with the complexity of the job: I For simpler jobs. like machine operators or clerks. those in the top 1 percent produced three times more output than ...
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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