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If you do a practice and train your attention to hover in the present, then you will build the internal capacity to do that as needed - at will and voluntarily.

Daniel Goleman

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Daniel Goleman
Age: 78
Born: 1946
Born: March 7
Author
Journalist
Psychologist
Researcher
Writer
Chinatown
Stockton
Attention
Internals
Internal
Train
Build
Capacity
Needed
Present
Hover
Practice
Voluntarily

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Leaders with empathy do more than sympathize with people around them: they use their knowledge to improve their companies in subtle, but important ways.
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In the new workplace, with its emphasis on flexibility, teams and a strong customer orientation, this crucial set of emotional competencies is becoming increasingly essential for excellence in every job in every part of the world.
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Happy, calm children learn best
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Societies can be sunk by the weight of buried ugliness.
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Western business people often don't get the importance of establishing human relationships.
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The ability to handle stress increases with the practice of meditation. In a culture like ours in which inner, spiritual growth is totally neglected in favor of materialistic pursuits, we might have something to learn from the Hare Krishna devotees' meditational practices.
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Empathic, emotionally intelligent work environments have a good track record of increasing creativity, improving problem solving and raising productivity.
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Evolutionary theory holds that our ability to sense when we should be suspicious has been every bit as essential for human survival as our capacity for trust and cooperation.
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Emotional self-awareness is the building block of the next fundamental emotional intelligence: being able to shake off a bad mood.
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Empathy represents the foundation skill for all the social competencies important for work.
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One aspect of a successful relationship is not just how compatible you are, but how you deal with your incompatibility.
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Like secondhand smoke, the leakage of emotions can make a bystander an innocent casualty of someone else's toxic state.
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Great leaders, the research shows, are made as they gradually acquire, in the course of their lives and careers, the competencies that make them so effective. The competencies can be learned by any leader, at any point.
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It is difficult to spread the contagion of excitement without having a sense of purpose and direction.
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Even though a high IQ is no guarantee of prosperity, prestige, or happiness in life, our schools and our culture fixate on academic abilities, ignoring the emotional intelligence that also matters immensely for our personal destiny.
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Emotional self-control is NOT the same as overcontrol, the stifling of all feeling and spontaneity....when such emotional suppression is chronic, it can impair thinking, hamper intellectual performance and interfere with smooth social interaction. By contrast, emotional competence implies we have a choice as to how we express our feelings.
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Gifted leadership occurs when heart and head--feeling and thought--meet. These are the two winds that allow a leader to soar.
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IQ and technical skills are important, but emotional intelligence is the sine qua non of leadership.
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....goal directed self-imposed delay of gratification is perhaps the essence of emotional self-regulation: the ability to deny impulse in the service of a goal, whether it be building a business, solving an algebraic equation, or pursuing the Stanley Cup.
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In a very real sense we have two minds, one that thinks and one that feels
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