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 6
... someone with an uncomfortable but consequential truth they've been avoiding. Second. emotional intelligence does not mean giving free rein to feelings—“letting it all hang out." Rather. it means managing feelings so G BEYOND EXPERTISE.
... someone with an uncomfortable but consequential truth they've been avoiding. Second. emotional intelligence does not mean giving free rein to feelings—“letting it all hang out." Rather. it means managing feelings so G BEYOND EXPERTISE.
Страница 10
... someone in their household would soon lose a job. Such fears persist at a time when the American economy is creating more jobs than it is losing. The churning of jobs—what economists eupheinistically call "labor market tlexibility"—is ...
... someone in their household would soon lose a job. Such fears persist at a time when the American economy is creating more jobs than it is losing. The churning of jobs—what economists eupheinistically call "labor market tlexibility"—is ...
Страница 22
... someone smart enough. theoretically. to be ('E0 of a global firm or head of a country." But during that interview the conversation tumed to why he had to leave his previous job: He had been fired because he had failed to confront ...
... someone smart enough. theoretically. to be ('E0 of a global firm or head of a country." But during that interview the conversation tumed to why he had to leave his previous job: He had been fired because he had failed to confront ...
Страница 25
... someone with perfect pitch. say, who also had lessons in singing. and so became a superb operatic tenor. Without the lessons. there would be no opera career. despite the potential—a Pavarotti who never had the chance to blossom ...
... someone with perfect pitch. say, who also had lessons in singing. and so became a superb operatic tenor. Without the lessons. there would be no opera career. despite the potential—a Pavarotti who never had the chance to blossom ...
Страница 39
... someone from outside can run into the hundreds of thousands. even millions. of dollars. At a global consumer beverage firm. when standard methods-—which ignored emotional competence—were used to hire division presidents. 50 percent left ...
... someone from outside can run into the hundreds of thousands. even millions. of dollars. At a global consumer beverage firm. when standard methods-—which ignored emotional competence—were used to hire division presidents. 50 percent left ...
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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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