Working with Emotional IntelligenceRandom House Publishing Group, 1998 - 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. Comprehensively researched, crisply written, and packed with fascinating case histories of triumphs, disasters, and dramatic turnarounds, Working with Emotional Intelligence may be the most important business book you'll ever read. Drawing on unparalleled access to business leaders around the world and studies in more than 500 organizations, Goleman documents an astonishing fact: in determining star performance in every field, emotional intelligence matters twice as much as IQ or technical expertise. Readers also discover how emotional competence can be learned. Goleman analyzes five key sets of skills and vividly shows how they determine who is hired and who is fired in the top corporations in the world. He also provides guidelines for training in the "emotionally intelligent organization," in chapters that no one, from manager to CEO, should miss. Working with Emotional Intelligence could prove to be the most important reference for bottom-line businesspeople in the first decades of the 21st century. |
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Страница 55
... Express realized they would have to help their financial advisors tune in to this sea of feeling and handle it effectively in order to better serve their clients . As we'll see in Chapter 11 , when financial advisors at American Express ...
... Express realized they would have to help their financial advisors tune in to this sea of feeling and handle it effectively in order to better serve their clients . As we'll see in Chapter 11 , when financial advisors at American Express ...
Страница 128
... Express Financial Advisors , a pilot test of optimism training helped produce a rise in sales after just three months , big enough to convince the company to make it a standard part of training . Other studies of superior managers show ...
... Express Financial Advisors , a pilot test of optimism training helped produce a rise in sales after just three months , big enough to convince the company to make it a standard part of training . Other studies of superior managers show ...
Страница 361
... Express was made available to me by Kate Cannon , director of leadership development at American Express Financial Advisors . 2. Brain changes at Promega were measured by the state - of - the - art method , a functional MRI before and ...
... Express was made available to me by Kate Cannon , director of leadership development at American Express Financial Advisors . 2. Brain changes at Promega were measured by the state - of - the - art method , a functional MRI before and ...
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The New Yardstick | 3 |
Competencies of the Stars | 15 |
The Hard Case for Soft Skills | 30 |
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