Quote

Every morning, I go off to a small studio behind my house to write. I try to ignore all email and phone calls until lunchtime. Then I launch into the sometimes frantic busy-ness of a tightly scheduled day.

Daniel Goleman

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Daniel Goleman
Age: 78
Born: 1946
Born: March 7
Author
Journalist
Psychologist
Researcher
Writer
Chinatown
Stockton
Sometimes
Phones
Tightly
Writing
Busy
Launch
Trying
Behinds
Email
Every
Behind
Ignore
Small
Studio
Lunchtime
Morning
Calls
Scheduled
Write
Phone
Ness
House
Studios
Frantic

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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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When I went on to write my next book, Working With Emotional Intelligence, I wanted to make a business case that the best performers were those people strong in these skills.
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Shipping by sea produces 1/60 the emissions of shipping by air and about 1/5 that of trucking.
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Mindful meditation has been discovered to foster the ability to inhibit those very quick emotional impulses.
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I don't think focus is in itself ever a bad thing. But focus of the wrong kind, or managed poorly, can be.
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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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Although traditional incentives such as bonuses or recognition can prod people to better performance, no external motivators can get people to perform at their absolute best. . . .Wherever people gravitate within their work roles, indicates where their real pleasure lies—and that pleasure is itself motivating.
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Attention is a little-noticed and underrated mental asset.
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People who are optimistic see a failure as due to something that can be changed so that they can succeed next time around, while pessimists take the blame for the failure, ascribing it to some characteristic they are helpless to change.
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At last, psychology gets serious about glee, fun, and happiness. Martin Seligman has given us a gift-a practical map for the perennial quest for a flourishing life.
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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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A leader tuned out of his internal world will be rudderless one blind to the world of others will be clueless those indifferent to the larger systems within which they operate will be blindsided.
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Fear, in evolution, has a special prominence: perhaps more than any other emotion it is crucial for survival.
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Companies in the East put a lot more emphasis on human relationships, while those from the West focus on the product, the bottom line. Westerners appear to have more of a need for achievement, while in the East there's more need for affiliation.
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One way to boost our will power and focus is to manage our distractions instead of letting them manage us.
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Compassion begins with attention.
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Research shows that for jobs of all kinds, emotional intelligence is twice as important an ingredient of outstanding performance as cognitive ability and technical skill combined.
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Doggedness depends on emotional traits - enthusiasm and persistence in the face of setbacks - above all else.
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Societies can be sunk by the weight of buried ugliness.
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We should spend less time ranking children and more time helping them to identify their natural competencies and gifts, and cultivate those.
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