'The rules for work are changing, we're being judged by a new yardstick- not just how smart we are, or our expertise, but also how well we handle ourselves and each other.' Daniel Goleman
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? This work demonstrates that emotional intelligence at work matters twice as much as cognitive abilities such as IQ or technical expertise.
'The rules for work are changing, we're being judged by a new yardstick- not just how smart we are, or our expertise, but also how well we handle ourselves and each other.' Daniel Goleman
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? This work demonstrates that emotional intelligence at work matters twice as much as cognitive abilities such as IQ or technical expertise.
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.
'Goleman explores how to develop raw emotional intelligence into emotional competency, which in turn can be used to turn difficult situations into rewarding ones' Independent
Daniel Goleman, PhD, covers the behavioural and brain sciences for The New York Times and his articles appear throughout the world in syndication. He has taught at Harvard, where he received his PhD, and was formerly senior editor of Psychology Today. His previous books include- Vital Times, Simple Truths and The Meditative Mind
Drawing on unparalleled access to business leaders around the world and the thorough research that is his trademark, Goleman demonstrates that emotional intelligence matters twice as much as cognitive abilities such as IQ or technical expertise. And the impact of emotional intelligence is greater at the top of the leadership pyramid. The good news is that these crucial skills can be learned. Goleman analyses both the inner abilities that enable us to manage ourselves - ranging from self-awareness to motivation - and essential social strengths such as influence, conflict management and team-building. He vividly illustrates these strengths and the lack of them in some of the top corporations in the world today. And he creates a blueprint for the 'emotionally intelligent organisation' that will shape training for years to come.
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