Working with Emotional Intelligence PDF
Preview Working with Emotional Intelligence
WORKING WITH EMOTIONAL INTELLIGENCE “Must reading for all who bear the responsibility for the development of future leaders.” —Ralph S. Larsen, Chairman and Chief Executive Officer, Johnson & Johnson “Daniel Goleman has done a wonderful job of capturing what I believe is a simple, powerful but perhaps less understood view of what determines leaders.” —William B. Harrison, Jr., President and Chief Executive Officer, Chase Bank “Truly illuminating [and] critically important … to today’s workplace.” —Publishers Weekly EMOTIONAL INTELLIGENCE “Mr. Goleman is a teacher at ease with his subject … mak[ing] lively connections between the wealth of new understandings and the riches of older wisdom about our affective lives.” —The New York Times Book Review “Goleman’s highly readable and wide-ranging exploration of the best research available by modern psychologists and educators provides important insights into the true meaning of intelligence.” —San Francisco Chronicle “Impressive in its scope and depth, staggering in its implications, Emotional Intelligence gives us an entirely new way of looking at the root causes of many of the ills of our families and our society.” —Jon Kabat-Zinn, Ph.D., author of Wherever You Go, There You Are “A smart, adventurous book … Goleman strikes a blow for both science and common sense.” —The Philadelphia Inquirer WORKING WITH EMOTIONAL INTELLIGENCE A Bantam Book PUBLISHING HISTORY Bantam hardcover edition published October 1998 Bantam trade paperback edition published January 2000 Bantam trade paperback reissue edition / October 2006 Published by Bantam Dell A Division of Random House, Inc. New York, New York All rights reserved. Copyright © 1998 by Daniel Goleman Library of Congress Catalog Card Number: 98-18706 Bantam Books and the rooster colophon are registered trademarks of Random House, Inc. eISBN: 978-0-553-90321-8 www.bantamdell.com v3.1_r1 Contents Cover Title Page Copyright 1 Beyond Expertise 1 / The New Yardstick 2 / Competencies of the Stars 3 / The Hard Case for Soft Skills 2 Self-Mastery 4 / The Inner Rudder 5 / Self-Control 6 / What Moves Us 3 People Skills 7 / Social Radar 8 / The Arts of Influence 9 / Collaboration, Teams, and the Group IQ 4 A New Model of Learning 10 / The Billion-Dollar Mistake 11 / Best Practices 5 The Emotionally Intelligent Organization 12 / Taking the Organizational Pulse 13 / The Heart of Performance Some Final Thoughts Appendix 1 / Emotional Intelligence Appendix 2 / Calculating the Competencies of Stars Appendix 3 / Gender and Empathy Appendix 4 / Strategies for Leveraging Diversity Appendix 5 / Further Issues in Training Contacting Daniel Goleman Dedication Acknowledgments Notes Other Books by This Author About the Author 1 Beyond Expertise 1 The New Yardstick he rules for work are T changing. We’re being judged by a new yardstick: not just by how smart we are, or by our training and expertise, but also by how well we handle ourselves and each other. This yardstick is increasingly applied in choosing who will be hired and who will not, who will be let go and who retained, who passed over and who promoted. The new rules predict who is most likely to become a star performer and who is most prone to derailing. And, no matter what field we work in currently, they measure the traits that are crucial to our marketability for future jobs. These rules have little to do with what we were told was important in school; academic abilities are largely irrelevant to this standard. The new measure takes for granted having enough intellectual ability and technical know-how to do our jobs; it focuses instead on personal qualities, such as initiative and empathy, adaptability and persuasiveness. This is no passing fad, nor just the management nostrum of the moment. The data that argue for taking it seriously are based on studies of tens of thousands of working people, in callings of every kind. The research distills with unprecedented precision which qualities mark a star performer. And it demonstrates which human abilities make up the greater part of the ingredients for excellence at work—most especially for leadership. If you work in a large organization, even now you are probably being
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