Do you want to be more successful at work? Do you want to improve your chances of promotion? Do you want to get on better with your colleagues? Daniel Goleman draws on unparalleled access to business leaders around the world and the thorough research that is his trademark. He demonstrates that emotional intelligence at work matters twice as much ...
Do you want to be more successful at work? Do you want to improve your chances of promotion? Do you want to get on better with your colleagues? Daniel Goleman draws on unparalleled access to business leaders around the world and the thorough research that is his trademark. He demonstrates that emotional intelligence at work matters twice as much as cognitive abilities such as IQ or technical expertise in this inspiring sequel.
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You probably remember Goleman's first big hit--Emotional Intelligence--which was justifiably popular and helpful.
His Social Intelligence was a bit too optimistic about the human condition for me. This one applies his principles to the world of business, and of course right now, the world of banking and business is projecting a very disappointing face--where was the emotional intelligence when we needed it?
The book contains many nuggets, but I found it too long and detailed, too repetitive, not only of itself, but also of previous works. It can't help being somewhat dated also.
Publishers Weekly, 1998-08-10 Applying the lessons of his bestselling study Emotional Intelligence, Goleman has found that business success stems primarily from a workforce displaying initiative and empathy, adaptability and persuasivenessæi.e., key aspects of what he defines as emotional intelligence. He presents studies that show that IQ accounts for only between 4% and 25% of an individual's job success, whereas emotional competence (self-awareness, self-regulation and motivation) is twice as important as purely cognitive abilities in the workplace. These findings alone should shake up human resource departments that hire based on how good someone looks on paper. In sections like "Self-Mastery," "People Skills" and "Social Radar," Goleman uses anecdotes from the corporate trenches (and from his lecture tours) to isolate qualities, such as "trustworthiness" that are central to displays of emotional intelligence. These qualities, in turn, are broken down into sets of practicesæ"Act ethically and... above reproach"; "respect and relate well to people from other backgrounds"æthat can be internalized for improved emotional intelligence quotients by individuals looking to get ahead, or managers seeking to revitalize the staff. These repetitive-sounding checklists can at times give the book the flavor of an overworked seminar presentation. Still, embedded within the linear format that emerges are many truly illuminating factsæthat the real cost of employee turnover to a company is the equivalent of one full year of employee pay, for exampleæthat show how critically important Goleman's thesis is to today's workplace. (Oct.) (c) Copyright PWxyz, LLC. All rights reserved
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