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 75
... response . Not helpful : Pausing to re- flect deeply or mull things over . The brain's crisis response still follows that ancient strategy - it heightens sensory acuity , stops complex thought , and triggers the knee - jerk , automatic ...
... response . Not helpful : Pausing to re- flect deeply or mull things over . The brain's crisis response still follows that ancient strategy - it heightens sensory acuity , stops complex thought , and triggers the knee - jerk , automatic ...
Страница 87
... response : " It's the law . If you think it's wrong , you can appeal . " And with that , he turns and walks away . Self - control is crucial for those in law enforcement . When facing some- one who is in the throes of an amygdala hijack ...
... response : " It's the law . If you think it's wrong , you can appeal . " And with that , he turns and walks away . Self - control is crucial for those in law enforcement . When facing some- one who is in the throes of an amygdala hijack ...
Страница 243
... responses , the one that has the richer , stronger network of neurons will win out . And the more a response occurs , the thicker the neural pathways grow to support it . When habits have been well learned , through countless ...
... responses , the one that has the richer , stronger network of neurons will win out . And the more a response occurs , the thicker the neural pathways grow to support it . When habits have been well learned , through countless ...
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The New Yardstick | 3 |
Competencies of the Stars | 15 |
The Hard Case for Soft Skills | 30 |
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