When the theory of emotional intelligence at work began to receive widespread attention, we frequently heard executives say – in that same breath, mind you – “That’s incredible,” and, “Well, I’ve known that all along.”
(from Daniel Goleman, Richard Boyatzis and Annie McKee’s Primal Leadership: The Hidden Driver of Great Performance published by HBR)
Ask yourself those questions:
- Who do I want to be?
- Who am I now?
- How do I get from here to there?
- How do I make change stick?
- Who can help me?
Consider two stories, both sadly true and sadly typical
(from Jeffrey Pfeffer and Robert I. Sutton’s The Smart-Talk Trap published by HBR)
As a leader:
- Know and do the work
- talk in a language people understand
- do not ask “Why” but “How”
- Close the loop
- learn from experience
Walk the Talk
Ask any group of businesspeople the question “What do effective leaders do?” and you’ll hear a sweep of answers.
(from Daniel Goleman’s Leadership That Gets Results published by HBR)
what type of leader are you?
- Coercive leader
- Authoritative leader
- Affiliative leader
- Democratic leader
- Pacesetting leader
- coaching leader
Knowing it, do you lead accordingly?
Every businessperson knows a story about a highly intelligent, highly skilled executive who was promoted into a leadership position only to fail at the job.
(from Daniel Goleman’s What Makes a Leader, published by HBR)
The five components of Emotional intelligence at Work are
- Social Skill
This is a great article. Hopefully, Emotional intelligence can be learned.