• ISBN13: 9781591391845
• Condition: NEW
• Notes: Brand New from Publisher. No Remainder Mark.

Product Description
National Bestseller Available in Paperback

Drawing from decades of research within world-class organizations, the authors show that great leaders-whether CEOs or managers, coaches or politicians-excel not just through skill and smarts, but by connecting with others using Emotional Intelligence competencies like empathy and self-awareness. The best leaders, they show, have “resonance”-a powerful ability to drive emotions in a positive direction to get results-and can fluidly interchange among a variety of leadership styles as the situation demands. Groundbreaking and timely, this book reveals the new requirements of successful leadership.Amazon.com Review
Business leaders who maintain that emotions are best kept out of the work environment do so at their organization’s peril. Bestselling author Daniel Goleman’s theories on emotional intelligence (EI) have radically altered common understanding of what “being smart” entails, and in Primal Leadership, he and his coauthors present the case for cultivating emotionally intelligent leaders. Since the actions of the leader apparently account for up to 70 percent of employees’ perception of the climate of their organization, Goleman and his team emphasize the importance of developing what they term “resonant leadership.” Focusing on the four domains of emotional intelligence–self-awareness, self-management, social awareness, and relationship management–they explore what contributes to and detracts from resonant leadership, and how the development of these four EI competencies spawns different leadership styles. The best leaders maintain a style repertoire, switching easily between “visionary,” “coaching,” “affiliative,” and “democratic,” and making rare use of less effective “pace-setting” and “commanding” styles. The authors’ discussion of these methods is informed by research on the workplace climates engendered by the leadership styles of more than 3,870 executives. Indeed, the experiences of leaders in a wide range of work environments lend real-life examples to much of the advice Goleman et al. offer, from developing the motivation to change and creating an improvement plan based on learning rather than performance outcomes, to experimenting with new behaviors and nurturing supportive relationships that encourage change and growth. The book’s final section takes the personal process of developing resonant leadership and applies it to the entire organizational culture. –S. Ketchum

Primal Leadership: Realizing the Power of Emotional Intelligence

• ISBN13: 9781591391845
• Condition: NEW
• Notes: Brand New from Publisher. No Remainder Mark.

Product Description
National Bestseller Available in Paperback

Drawing from decades of research within world-class organizations, the authors show that great leaders-whether CEOs or managers, coaches or politicians-excel not just through skill and smarts, but by connecting with others using Emotional Intelligence competencies like empathy and self-awareness. The best leaders, they show, have “resonance”-a powerful ability to drive emotions in a positive direction to get results-and can fluidly interchange among a variety of leadership styles as the situation demands. Groundbreaking and timely, this book reveals the new requirements of successful leadership.Amazon.com Review
Business leaders who maintain that emotions are best kept out of the work environment do so at their organization’s peril. Bestselling author Daniel Goleman’s theories on emotional intelligence (EI) have radically altered common understanding of what “being smart” entails, and in Primal Leadership, he and his coauthors present the case for cultivating emotionally intelligent leaders. Since the actions of the leader apparently account for up to 70 percent of employees’ perception of the climate of their organization, Goleman and his team emphasize the importance of developing what they term “resonant leadership.” Focusing on the four domains of emotional intelligence–self-awareness, self-management, social awareness, and relationship management–they explore what contributes to and detracts from resonant leadership, and how the development of these four EI competencies spawns different leadership styles. The best leaders maintain a style repertoire, switching easily between “visionary,” “coaching,” “affiliative,” and “democratic,” and making rare use of less effective “pace-setting” and “commanding” styles. The authors’ discussion of these methods is informed by research on the workplace climates engendered by the leadership styles of more than 3,870 executives. Indeed, the experiences of leaders in a wide range of work environments lend real-life examples to much of the advice Goleman et al. offer, from developing the motivation to change and creating an improvement plan based on learning rather than performance outcomes, to experimenting with new behaviors and nurturing supportive relationships that encourage change and growth. The book’s final section takes the personal process of developing resonant leadership and applies it to the entire organizational culture. –S. Ketchum

Primal Leadership: Learning to Lead with Emotional Intelligence

Motivation is seen in the quantity and quality of the effort you put in reaching the goal of the organization. Performance is how the organization quantifies how closer you are of reaching the goal.

It seems that these two go together. But motivation alone is not enough. Stupid people with good intention are the worst you can get.

What makes motivation a base for performance are the following factors.

• The OCEAN
• IQ – general cognitive ability
• EQ – emotional intelligence
• Understanding of the task
• Luck

An ocean of people, all different and special, has something in common: O.C.E.A.N. – Openness, Conscientiousness, Extraversion, Agreeableness, and Neuroticism  – The Big Five.

• Openness – creativity and innovation vs. status quo
• Conscientiousness – responsibility and positive motivation vs. unreliability
• Extraversion – energy and positive emotions vs. lack of involvement and introversion
• Agreeableness – friendliness and generosity vs. extreme self-interest
• Neuroticism – emotional stability vs. negative emotions and depression

I have noticed the tendency, in current research, of the newest theory to make peace with the past. Usually the result is a combination of the old theories, each of them applying to specific aspects in the new one.

In organizational behavior the most accepted theory related to the role of personality is the interactionist approach. This theory is the result of mixing another two:

• The dispositional approach – an individual possesses stable traits or characteristics that influence his/her attitudes and behaviors
• The situational approach – characteristics of the organizational setting such as rewards and punishment influence employees’ feelings, attitudes, and behavior

According to the interactionist approach, organizational behavior is a function of both disposition and the situation. When the rules of an organization and the description of the role are not clearly specified and imposed, personality makes a difference. When the rules and role are defined the personality is less important and its manifestation does not affect the work environment.

O.C.E.A.N. is important. The most important predictor of career success remains intelligence (IQ) – separate topic (to follow).

• How do we grow our revenues?
• How can we manage costs better in the future?
• How can we retain our customers?

Beep!!! Too late! You should have answered this question yesterday!

While your manager uses the words business development strategy even to decide how many rolls of toilet paper will be bought next month, nothing really gets done. He never thinks ahead more than 2 years time. After that period or sooner he will be working for the competition bragging about his contribution to your strategy.

Strategy is not just a buzz word.  The same goes for business intelligence strategy. It is everything you do every minute except when you stay still. As an organization you must invest in people that define, plan, implement and review and let this attitude be your organizational culture.

Do not hire somebody that tells you: “I know where I am going and how to get there.” Find somebody that does it already.