“self-awareness, managing our emotionseffectively, motivation, empathy, readingother people’s feelings accurately, social skills like team work, persuasion, leadershipand managing relationships”.
Harvard Business Review
“as a revolutionary paradigm-shatteringidea; the kind of idea that does not justadvance the conversation, butpermanently alters it”.
Goleman, Boyatzis & McKee
that high levels of EI create climates inwhich information sharing, trust, healthy risk taking and learning flourish; howworkplace competencies based onemotional intelligence can exert greater impact on performance than do intellector technical skills.
groundbreaking andinternational best seller “
” has transformed the way theworld educates children, relates to familyand friends and does business.
and the Leadership Challenge
Many leaders are appointed because of their drive, ambition and business expertise but far too often are unable to work with or get along their director colleagues, colleagues and directreports, or with others on whom their own success depends. Building on his work on EI, DanielGoleman coined the phase “ Social Intelligence”, in which he enlarges his focus to encompassour capacity to connect with one another.“We are wired to connect,” Goleman says. “Neuroscience has discovered that our brain’s verydesign makes it sociable, inexorably drawn into an intimate brain-to-brain linkup whenever weengage with another person. That neural bridge lets us affect the brain—and so the body—ofeveryone we interact with, just as they do us.” Each encounter between people primes theemotions. Goleman also explains how such research may influence our lives. Given our sociallyreactive brains, we must “be wise,” he says, and be aware of the ways that our moods influencethe biology of each life we touch.