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Critics' Opinion:
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First Published:
Nov 1998, 400 pages
Paperback:
Jan 2000, 383 pages
Goleman reveals the skills that distinguish star performers in every field, from entry-level jobs to top executive positions.
Daniel Goleman's bestselling Emotional Intelligence revolutionized the way we think about personal excellence. Now he brings his insight into the workplace, in a book sure to change the shape of business for decades to come.
In Working with Emotional Intelligence, Goleman reveals the skills that distinguish star performers in every field, from entry-level jobs to top executive positions. He shows that the single most important factor is not IQ, advanced degrees, or technical expertise, but the quality Goleman calls emotional intelligence. Self-awareness, self-confidence, and self-control; commitment and integrity; the ability to communicate and influence, to initiate and accept change--these competencies are at a premium in today's job market. The higher up the leadership ladder you go, the more vital these skills become, often influencing who is hired or fired, passed over or promoted. As Goleman shows, we all possess the potential to improve our emotional intelligence--at any stage in our career. He provides guidelines for cultivating these capabilities--and also explains why corporate training must change if it is to be effective.
The New Yardstick
The rules for work are 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...
Warren Bemis, professor of business administration at the University of Southern California and co-author of Organizing Genius, in the New York Times Book Review
Anyone interested in leadership and the health of human institutions should get a copy of this book. In fact, I recommend it to all readers anywhere who want to see their organizations in the phone book in the year 2001. Warren Bemis, professor of business administration at the University of Southern California and co-author of Organizing Genius, in the New York Times Book Review
Anyone interested in leadership and the health of human institutions should get a copy of this book. In fact, I recommend it to all readers anywhere who want to see their organizations in the phone book in the year 2001.
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