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 8
... says. "But we've found it hard—how can you be a team if you're not a group first? And to bond as a group we needed to boost our emotional intelligence." I “We've been very efiective at increasing profitability through methods like ...
... says. "But we've found it hard—how can you be a team if you're not a group first? And to bond as a group we needed to boost our emotional intelligence." I “We've been very efiective at increasing profitability through methods like ...
Страница 17
... say he needed all the data in a simple format that could fit on one page.” So the programmer followed through to deliver just that. The second. however. seems to have trouble getting to the point. Unlike the first programmer. he doesn't ...
... say he needed all the data in a simple format that could fit on one page.” So the programmer followed through to deliver just that. The second. however. seems to have trouble getting to the point. Unlike the first programmer. he doesn't ...
Страница 19
... says Lyle Spencer Jr.. director of research and technology worldwide aiid cofounder of what is now Hay»“McBer. the consulting firm Mc('lelland started.' “lt's just a threshold competence: you need it to get in the field. but it does not ...
... says Lyle Spencer Jr.. director of research and technology worldwide aiid cofounder of what is now Hay»“McBer. the consulting firm Mc('lelland started.' “lt's just a threshold competence: you need it to get in the field. but it does not ...
Страница 21
... says Ruth Jacobs. a senior consultant at Hay.»"McBer in Boston. “Expertise is a baseline competence. You need it to get the job and get it done. but how you do the job—the other competencies you bring to your expertise—detern1ines ...
... says Ruth Jacobs. a senior consultant at Hay.»"McBer in Boston. “Expertise is a baseline competence. You need it to get the job and get it done. but how you do the job—the other competencies you bring to your expertise—detern1ines ...
Страница 29
... say. salespeople. But even among scientists and those in technical professions analytic thinking ranks third after the ... says. “lt's their abilities to listen. to influence. to collaborate. and to get people motivated and working ...
... say. salespeople. But even among scientists and those in technical professions analytic thinking ranks third after the ... says. “lt's their abilities to listen. to influence. to collaborate. and to get people motivated and working ...
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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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