Citati iz knjige „Working with Emotional Intelligence“ autora Daniel Goleman

a time with no guarantees of job security, when the very concept of a "job" is rapidly being replaced by "portable skills," these are prime qualities that make and keep us employable
As Freud observed, "Mortals can keep no secret. If their lips are silent, they gossip with their fingertips; betrayal forces its way through every pore."
Mistakes are treasures
If there is any competence these times call for, it is adaptability.
People learn a new skill more effectively if they have repeated chances to practice it over an extended period of time than if they have the same amount of practice lumped into a single, intensive session.
When the mind is calm, working memory functions at its best. But when there is an emergency, the brain shifts into a self-protective mode, stealing resources from working memory and shunting them to other brain sites in order to keep the senses hyperalert—a mental stance tailored to survival.
If there is any competence these times call for, it is adaptability.
For the stars, excellence and pleasure in work are one and the same.
As poet Charles Bukowski put it, "It's not the big things that send us to the madhouse, not the loss of a love, but the shoelace that breaks when there's no time left."
Our emotional intelligencedetermines our potential for learning the practical skills that are based on its five elements: self-awareness, motivation, self-regulation, empathy, and adeptness in relationships.
expertise is a combination of common sense plus the specialized knowledge and skill we pick up in the course of doing any job. Expertise comes from in-the-trenches learning. It shows up as an insider's sense of the tricks of a trade—the real knowledge of how to do a job that only experience brings.
an ability that adds clear economic value to the efforts of a person on the job.
a set of specific competencies including empathy, self-discipline, and initiative distinguished the most successful from those who were merely good enough to keep their jobs.
Generic:The general list is to some extent applicable to all jobs. However, different jobs make differing competence demands.
Hierarchical:The emotional intelligence capacities build upon one another. For example, self-awareness is crucial for self-regulation and empathy; self-regulation and self-awareness contribute to motivation; all the first four are at work in social skills.
Necessary, but not sufficient:Having an underlying emotional intelligence ability does not guarantee people will develop or display the associated competencies, such as collaboration or leadership. Factors such as the climate of an organization or a person's interest in his or her job will also determine whether the competence manifests itself.
Interdependent:Each draws to some extent on certain others, with many strong interactions.
Independent:Each makes a unique contribution to job performance.
. When IQ test scores are correlated with how well people perform in their careers, the highest estimate of how much difference IQ accounts for is about 25 percent.6 A careful analysis, though, suggests a more accurate figure may be no higher than 10 percent, and perhaps as low as 4 percent.7
There is a dangerous paradox at work, however: As children grow ever smarter in IQ, their emotional intelligence is on the decline. Perhaps the most disturbing single piece of data comes from a massive survey of parents and teachers that shows the present generation of children to be more emotionally troubled than the last. On average, children are growing more lonely and depressed, more angry and unruly, more nervous and prone to worry
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