Lead Change Blog
MARCH 9, 2016
Consider the research of psychologist David Goleman at nearly 200 large, global companies in which he found that truly effective leaders are distinguished by a high degree of emotional intelligence. It allows you to know how you manage stress and pressure which is crucial when leading others. You can do this in a tactical way.
General Leadership
MAY 7, 2014
” Daniel Goleman. Marine jet fighter pilot cleared, at the time, to carry tactical nuclear weapons. Generally speaking, high performance and sustained superior performance is not only the result of the competencies and skills that we bring to our work, but (and maybe even more so) how well we govern and manage our behavior.
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Great Leadership By Dan
JANUARY 31, 2017
I’ll read Daniel Goleman HRB article “ What Makes a Leader ”. I’ll learn to step back from the day-to-day tactical details of my business and focus on the “why”, not just the “what” and “how.” Work with my manager to come up with a developmental “learn by doing project”. Delegate more. Be more strategic.
Tanveer Naseer
JULY 19, 2016
When Daniel Goleman released “Emotional Intelligence” in 1995, did anyone think that this best-selling book would transform the role of leadership? After selling more than 5,000,000 copies and being dubbed “a revolutionary, paradigm-shattering idea” by the Harvard Business Review, it’s clear that Goleman struck a chord with business leaders.
The Practical Leader
SEPTEMBER 14, 2011
But their supervisors were given a set of tactics to change the LP’s behavior. – Daniel Goleman, Working with Emotional Intelligence. “Time and time again, studies have shown that manager’ expectations have profound effect on the productivity of their staff.
Persuasive Powerhouse
JULY 19, 2010
Seeing the “and” works to improve any/all workplace relationships that may be less than ideal; with peers, customers and managers. Tactical and visionary? Home Who We Are What We Do Services Contact My Favorite Blogs All Things Workplace Bob Sutton – Work Matters Brain Leaders and Learners Bret L.
Persuasive Powerhouse
SEPTEMBER 27, 2010
Many believe that when they request feedback from their staff, peers, and manager that they will hear the unvarnished truth about their performance; seldom does that happen. I think there are so many of us that avoid the slightest bit at confrontation with management. I encourage my clients to ask for feedback from others.
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