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 9
... problems that cry out for even greater emotional intelligence. As business changes. so do the traits needed to excel. Data tracking the talents of star performers over several decades reveal that two abilities that mattered relatively ...
... problems that cry out for even greater emotional intelligence. As business changes. so do the traits needed to excel. Data tracking the talents of star performers over several decades reveal that two abilities that mattered relatively ...
Страница 12
... problems such as despair. alienation. drug abuse. cn'me and violence. depression or eating disorders. unwanted ... problem is not just in new workers—it's true for some seasoned executives as well. ln the world of the l960s and ...
... problems such as despair. alienation. drug abuse. cn'me and violence. depression or eating disorders. unwanted ... problem is not just in new workers—it's true for some seasoned executives as well. ln the world of the l960s and ...
Страница 16
... problem. Many of the personality tests had been designed for completely different reasons. such as diagnosing psychological disorders. and so were poor predictors of how well people actually performed on the job. IQ tests. too. were not ...
... problem. Many of the personality tests had been designed for completely different reasons. such as diagnosing psychological disorders. and so were poor predictors of how well people actually performed on the job. IQ tests. too. were not ...
Страница 17
... specialized expertise in a field such as economics. The problem was that the exam reflected only how well candidates had done in their studies. Their scores were a poor indicator of how adept these comrzrsncrzs or TIIE suns 17.
... specialized expertise in a field such as economics. The problem was that the exam reflected only how well candidates had done in their studies. Their scores were a poor indicator of how adept these comrzrsncrzs or TIIE suns 17.
Страница 32
... problems. But you've got to keep your perspective and present yourself in such a way that you will be trusted and respected. “Most of our people are MBAs: they've leamed the analytic tools.“ he observes. “But when people come at them ...
... problems. But you've got to keep your perspective and present yourself in such a way that you will be trusted and respected. “Most of our people are MBAs: they've leamed the analytic tools.“ he observes. “But when people come at them ...
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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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