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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.

Daniel Goleman

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Daniel Goleman
Age: 78
Born: 1946
Born: March 7
Author
Journalist
Psychologist
Researcher
Writer
Chinatown
Stockton
Make
Courses
Acquire
Course
Effective
Wisdom
Leaders
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Research
Lives
Leadership
Shows
Careers
Great
Learned
Competencies
Made
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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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It is difficult to spread the contagion of excitement without having a sense of purpose and direction.
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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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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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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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The near cousin of optimism is hope: knowing the steps needed to get to a goal and having the energy to pursue those steps. It is a primal motivating force, and its absence is paralyzing.
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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.
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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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People learn what they want to learn. If learning is forced on us, even if we master it temporarily, it is soon forgotten.
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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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But the rational mind usually doesn't decide what emotions we should have !
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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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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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Attention is a little-noticed and underrated mental asset.
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Want a happier, more content life? I highly recommend the down-to-earth methods you'll find in 'Mindfulness.' Professor Mark Williams and Dr Danny Penman have teamed up to give us scientifically grounded techniques we can apply in the midst of our everyday challenges and catastrophes.
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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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As a freshman in college, I was having a lot of trouble adjusting. I took a meditation class to handle anxiety. It really helped. Then as a grad student at Harvard, I was awarded a pre-doctoral traveling fellowship to India, where my focus was on the ancient systems of psychology and meditation practices of Asia.
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In a high-IQ job pool, soft skills like discipline, drive and empathy mark those who emerge as outstanding.
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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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The people we get along with, trust, feel simpatico with, are the strongest links in our networks
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