In Working with Emotional Intelligence, Goleman reveals the skills that distinguish star performers in every field, from entry-level jobs to top executive positions. He shows that the single most important factor is not IQ, advanced degrees, or technical expertise, but the quality Goleman calls emotional intelligence. The higher up the leadership ladder you go, the more vital these skills become, often influencing who is hired or fired, passed over or promoted. In fact, I recommend it to all readers anywhere who want to see their organizations in the phone book in the year 2001. Goleman, formerly a brain sciences editor for the New York Times and now the CEO of a consulting firm, Emotional Intelligence Services, asserts that emotional intelligence, more than IQ and technical know how, gives a valuable competitive edge to organizations and is crucial to the success of individuals, and he buttressed this assertion by citing both research studies and anecdotal evidence.
Emotional intelligence encompasses both personal and social competencies.
Goleman analyzes the various aspects of each skill and has a seemingly bottomless cache of stories demonstrating how people with and without these skills operate. Mike Tyson, WWII's Manhattan Project, and a generous sprinkling of foreign and multinational concerns. Happily, emotional intelligence is a quality that can be acquired. While not claiming to offer a self-help manual, Goleman presents specific guidelines for teaching emotional intelligence within an organization. Those wanting to set up such a training program and wishing more guidance than the basic principles offered here are invited to contact Goleman's firm for practical assistance.