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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.
- Sales Rank: #13867 in Books
- Color: Tan
- Brand: Goleman, Daniel
- Published on: 2000-01-04
- Released on: 2000-01-04
- Original language: English
- Number of items: 1
- Dimensions: 8.30" h x .90" w x 5.30" l, .69 pounds
- Binding: Paperback
- 400 pages
Amazon.com Review
Working With Emotional Intelligence takes the concepts from Daniel Goleman's bestseller, Emotional Intelligence, into the workplace. Business leaders and outstanding performers are not defined by their IQs or even their job skills, but by their "emotional intelligence": a set of competencies that distinguishes how people manage feelings, interact, and communicate. Analyses done by dozens of experts in 500 corporations, government agencies, and nonprofit organizations worldwide conclude that emotional intelligence is the barometer of excellence on virtually any job. This book explains what emotional intelligence is and why it counts more than IQ or expertise for excelling on the job. It details 12 personal competencies based on self-mastery (such as accurate self-assessment, self-control, initiative, and optimism) and 13 key relationship skills (such as service orientation, developing others, conflict management, and building bonds). Goleman includes many examples and anecdotes--from Fortune 500 companies to a nonprofit preschool--that show how these competencies lead to or thwart success.
Unlike IQ, emotional intelligence can keep growing--it continues to develop with life experiences. Understanding and raising your emotional intelligence is essential to your success and leadership potential. This book is an excellent resource for learning how to accomplish this. --Joan Price
From Publishers Weekly
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 persuasiveness?i.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 practices?"Act ethically and... above reproach"; "respect and relate well to people from other backgrounds"?that 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 facts?that the real cost of employee turnover to a company is the equivalent of one full year of employee pay, for example?that show how critically important Goleman's thesis is to today's workplace.
Copyright 1998 Reed Business Information, Inc.
From Library Journal
Author Goleman now applies in the workplace the ideas in his prior best seller Emotional Intelligence (Bantam, 1995), contending that success and ability in a career cannot be determined solely by intelligence or other skills. Emotional traits making up "EI," and now played out in the corporate world in this follow-up, include self-awareness, motivation, self-control, influence, altruism, empathy, and the ability to love and be loved by others. Real-life examples abound in this serious attempt to relate what the author admits are soft skills in the hard-nosed world of business. With the landscape already carved out in the first work, this sequel is long on interviews, observations, and other attempts to indicate the value of understanding "EI" in business, but it could have benefited from serious editing. The excellent narration by Aaron Meza cannot make up for the listener's need to review the hard copy in order to follow the author's highly complex outline of ideas. Recommended only on demand in larger public libraries.
Dale Farris, Groves, TX
Copyright 1999 Reed Business Information, Inc.
Most helpful customer reviews
110 of 116 people found the following review helpful.
All anecdotes, very little advice
By S.
Like many reviewers before me, I bought this book thinking that it will suggest ways one can go about improving one's emotional intelligence. However, what I ended up getting is endless anecdotes.
Goleman spends the entire book, listing anecdotes after anecdotes, explaining "why" emotional intelligence is important, but not "how" to become more emotionally intelligent.
I do not need to know "why" EI is important; I bought the book, I know it is important.
83 of 87 people found the following review helpful.
A potboiler followup to his original book on emotional intel
By A Customer
This book was extremely disappointing. I read Goleman's original book on emotional intelligence and found it interesting. I purchased this book based on its title about working with emotional intelligence. I expected some guidance about how to work with people (employees) to improve aspects of their emotional intelligence. For example, how to help a person who is weak in self-confidence. This book, however, simply repeats the same thing over and over - company A instituted some training in emotional intelligence and it really helped them. Then, company B instituted some training ... Just like politics, helping people is 'local' or person-to-person. It appears that Goleman's answer to problems that people have is 'hire people who don't have those problems.' This book seems to be an attempt to profit from the success of his first book when he has nothing more to say.
68 of 71 people found the following review helpful.
A mostly excellent application of previous ideas
By Max More
Since the publication of Daniel Goleman's first book, Emotional Intelligence he has generated a remarkable industry around the topic. In this book from 2000, Goleman applies the ideas of his previous book to the workplace. Why should executives bother with this soft stuff? According to research cited by Goleman (see the summary in Appendix 2) almost all of the abilities that distinguished stars from average performers were emotional competencies. While pattern recognition and "big picture" thinking were correlated with outstanding performance, cognitive abilities in general - above a certain threshold - did not have significant correlation. "Emotional intelligence" refers to a set of competencies that characterizes how people manage feelings, interact, and communicate. Building on previous work by others, Goleman characterizes emotional intelligence as being founded on five personal and social competencies: Self-Awareness, Self-Regulation, Motivation, Empathy, and Social Skills. Each of these five is further analyzed into 12 personal and 13 social competencies such as Accurate Self-Assessment, Self-Control, Initiative, Developing Others, Influence, Conflict Management, and Building Bonds.
Unlike IQ, we can continue to improve emotional intelligence. Working With Emotional Intelligence is not a how-to book in the usual sense. It will help any executive understand the importance of EI in all its diverse aspects as well as showing examples of strong and weak EI in individual and organizational contexts. Improving is not easy work. Goleman explains the neurological basis of much of EI, including the role of the amygdala (which can make us impulsive and which affects our resilience under stress) and its interaction with the prefrontal lobes (which together also affect the ability to adapt to change), and the role of the catecholamines adrenaline and noradrenaline (which allow us to distinguish good stress from bad stress). Goleman looks at "empathic design" (p.139ff) and the contagious effects of emotions on groups, among other important applications in the workplace. He also provides a three-page list of "Guidelines for Emotional Competence Training". Although parts of Working With Emotional Intelligence will strike you as the obvious dressed up with stories, you can extract some important information by scanning through this book. In an age of record levels of job stress (according to an October 2002 study), any words of wisdom on this subject deserve a hearing.
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