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 viii
... Performance 297 we IJ Some Final Thoughts Appendix l Emotional Intelligence 3|7 Appendix 2 Calculating the Competencies ofStar$ 319 Appendix 3 I Gender and Empathy 322 Appendix -it Strategies for Levemging Diversity 'en l~J JAppendix 5 ...
... Performance 297 we IJ Some Final Thoughts Appendix l Emotional Intelligence 3|7 Appendix 2 Calculating the Competencies ofStar$ 319 Appendix 3 I Gender and Empathy 322 Appendix -it Strategies for Levemging Diversity 'en l~J JAppendix 5 ...
Страница x
... performance. and the value of stars for organizational performance. The book he coauthored. C 0mpctem'¢' at llhrk, remains definitive for professionals in the field. Marilyn Gowing. director of the Personnel Resources and Development ...
... performance. and the value of stars for organizational performance. The book he coauthored. C 0mpctem'¢' at llhrk, remains definitive for professionals in the field. Marilyn Gowing. director of the Personnel Resources and Development ...
Страница 5
... performance for individuals. teams. and organizations. And I've performed or commissioned several new scientific analyses of data from hundreds of companies to establish a precise metric for quantifying the value of emotional ...
... performance for individuals. teams. and organizations. And I've performed or commissioned several new scientific analyses of data from hundreds of companies to establish a precise metric for quantifying the value of emotional ...
Страница 8
... performance. and in hiring.' If so. why write this book? Because many or most organizations' efforts to encourage emotional intelligence have been poor. wasting vast amounts of time. energy. and money. For instance. the most systematic ...
... performance. and in hiring.' If so. why write this book? Because many or most organizations' efforts to encourage emotional intelligence have been poor. wasting vast amounts of time. energy. and money. For instance. the most systematic ...
Страница 12
... performance feedback as though it were a personal attack." The problem is not just in new workers—it's true for some seasoned executives as well. ln the world of the l960s and 1070s. people got ahead by going to the right schools and ...
... performance feedback as though it were a personal attack." The problem is not just in new workers—it's true for some seasoned executives as well. ln the world of the l960s and 1070s. people got ahead by going to the right schools 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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