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 ix
... president: Mary Fontaine. vice president and general inanager; Ruth Jacobs. senior consultant: and Jason Goldner and Wei Chen. researchers. Richard Boyatzis. associate dean for executive education at the Weatherhead School ofManagement ...
... president: Mary Fontaine. vice president and general inanager; Ruth Jacobs. senior consultant: and Jason Goldner and Wei Chen. researchers. Richard Boyatzis. associate dean for executive education at the Weatherhead School ofManagement ...
Страница xi
... president of Linkage: Judith Hall. psychologist at Northeastern University: Jed Hughes of Walter V. Clarke Associates; Linda Keegan. vice president for executive development at Citibank: Fred Kiehl. president ofKRW Associates in ...
... president of Linkage: Judith Hall. psychologist at Northeastern University: Jed Hughes of Walter V. Clarke Associates; Linda Keegan. vice president for executive development at Citibank: Fred Kiehl. president ofKRW Associates in ...
Страница 7
... management philosophy. "You don't compete with products alone anymore. but how well you use your people.“ a manager at Telia. the Swedish telecommunications company. put it to me. And Linda Keegan. vice president THE NEW YARDSTICK / 7.
... management philosophy. "You don't compete with products alone anymore. but how well you use your people.“ a manager at Telia. the Swedish telecommunications company. put it to me. And Linda Keegan. vice president THE NEW YARDSTICK / 7.
Страница 8
... president of a hundred-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 ...
... president of a hundred-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 ...
Страница 22
... president from outside the family." A researcher. using an interview method to assess the executives ability to handle cognitive complexity. determined his capacity was the very highest—a "level six.“ someone smart enough. theoretically ...
... president from outside the family." A researcher. using an interview method to assess the executives ability to handle cognitive complexity. determined his capacity was the very highest—a "level six.“ someone smart enough. theoretically ...
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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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