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
... person's best talents. lf you work for a small organization or for yourself. your ability to perform at peak depends to a very great extent on your having these abilitiesthough almost certainly you were never taught them in school. Even ...
... person's best talents. lf you work for a small organization or for yourself. your ability to perform at peak depends to a very great extent on your having these abilitiesthough almost certainly you were never taught them in school. Even ...
Страница 5
... person's or organization's identity). But many others told success stories. confirming the practical value of working with emotional intelligence. And so began the two-year inquiry that has culminated in this book. The effort has woven ...
... person's or organization's identity). But many others told success stories. confirming the practical value of working with emotional intelligence. And so began the two-year inquiry that has culminated in this book. The effort has woven ...
Страница 8
... person job shop in the aerospace industry tells me that one of the main companies he supplies. AlliedSignal. required that he and all his employees be trained in the ubiquitous "quality circle" approach. “They wanted us to work better ...
... person job shop in the aerospace industry tells me that one of the main companies he supplies. AlliedSignal. required that he and all his employees be trained in the ubiquitous "quality circle" approach. “They wanted us to work better ...
Страница 11
... 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 move on and be self-sufi'icient.“ For many older workers—children of the ineritocracy. Who were taught that ...
... 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 move on and be self-sufi'icient.“ For many older workers—children of the ineritocracy. Who were taught that ...
Страница 16
... person was outgoing or introverted. a “feeling" or “thinking" type—were part of the standard measures of work potential. But there was a problem. Many of the personality tests had been designed for completely different reasons. such as ...
... person was outgoing or introverted. a “feeling" or “thinking" type—were part of the standard measures of work potential. But there was a problem. Many of the personality tests had been designed for completely different reasons. such as ...
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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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