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Empathic, emotionally intelligent work environments have a good track record of increasing creativity, improving problem solving and raising productivity.

Daniel Goleman

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Daniel Goleman
Age: 78
Born: 1946
Born: March 7
Author
Journalist
Psychologist
Researcher
Writer
Chinatown
Stockton
Records
Emotionally
Environment
Increasing
Problem
Raising
Work
Empathy
Empathic
Good
Track
Environments
Intelligent
Solving
Record
Productivity
Creativity
Improving

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The more socially intelligent you are, the happier and more robust and more enjoyable your relationships will be.
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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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Brain studies of mental workouts in which you sustain a single, chosen focus show that the more you detach from what's distracting you and refocus on what you should be paying attention to, the stronger this brain circuitry becomes.
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True compassion means not only feeling another's pain but also being moved to help relieve it.
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Motivation aside, if people get better at these life skills, everyone benefits: The brain doesn't distinguish between being a more empathic manager and a more empathic father.
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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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But the rational mind usually doesn't decide what emotions we should have !
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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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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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Threats to our standing in the eyes of others are remarkably potent biologically, almost as powerful as those to our very survival.
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Daydreaming incubates creative discovery.
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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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Fear, in evolution, has a special prominence: perhaps more than any other emotion it is crucial for survival.
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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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Overloading attention shrinks mental control. Life immersed in digital distractions creates a near constant cognitive overload. And that overload wears out self-control.
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In a very real sense we have two minds, one that thinks and one that feels
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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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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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Our passions, when well exercised, have wisdom they guide our thinking, our values, our survival.
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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