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by Daniel Goleman
Dr. Goleman did an excellent job with his second book on Emotional Intelligence because he gives more detail on how to correct the lack of Emotional Intelligence in the business and professional world.
On page 26 he tells us how to do a check up on our missing competences for emotional intelligence( both personal and social competencies) and he also mentions that there must be a continious follow up on this program to achieve a lasting effect over the change of our un-wanted bad habits and he alos mentions the guidelines for emotional competence TRAINING which is very helpful in the seminars to train management executives.
Dr. Goleman explains also that it takes months to be able to modify our personality, so that some people will not dispair because they can not get an overnight change, it takes time, perseverance and practice to become a proficient and capable executive with good emotional intelligence. Dr. Goleman also explains the effect that stress has on CONTROL and how it affects mistakes, memory and health and overall management.
In other words Dr. Goleman is helping everybody to modify their personalities to be able to produce more with less stress and wear (or exhaustion).
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Index of More Articles about Leadership
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The Stanford Marshmallow Experiment
In above video you will see kids participating in the Stanford Marshmallow Experiment. The Stanford Marshmallow Experiment must be the most astounding psychological study ever performed, or at any rate ranking right up there with some of the experiments done by Stanley Milgram. Who would ever guess that a brief observation of a four-year old alone with a marshmallow would be an excellent predictor of college entrance exam scores — twice as good a predictor as IQ test scores? In one of the most amazing developmental studies ever conducted, Walter Michel of Stanford created a simple test of the ability of four year old children to control impulses and delay gratification. Children were taken one at a time into a room with a one-way mirror. They were shown a marshmallow. The experimenter told them he had to leave and that they could have the marshmallow right then, but if they waited for the experimenter to return from an errand, they could have two marshmallows. One marshmallow was left on a table in front of them. Some children grabbed the available marshmallow within seconds of the experimenter leaving. Others waited up to twenty minutes for the experimenter to return. In a follow-up study (Shoda, Mischel, & Peake, 1990), children were tested at 18 years of age and comparisons were made between the third of the children who grabbed the marshmallow (the "impulsive") and the third who delayed gratification in order to receive the enhanced reward ("impulse controlled"). The third of the children who were most impulsive at four years of age scored an average of 524 verbal and 528 math. The impulse controlled students who scored 610 verbal and 652 math! This astounding 210 point total score difference on the SAT was predicted on the basis of a single observation at four years of age! The 210 point difference is as large as the average differences between that of economically advantaged versus disadvantaged children and is larger than the difference between children from families with graduate degrees versus children whose parents did not finish high school! At four years of age gobbling a marshmallow now v. waiting for two later is twice as good a predictor of later SAT scores than is IQ. Poor impulse control is also a better predictor of later delinquency than is IQ. Obviously there's a strong correlation between IQ and impulse control. People who do well in life have lots of both, and vice versa for those who don't do well. Sociologists have regaled us for years with their theories as to the causes of poverty: lack of education, structural causes, racism. But it seems that, at least where opportunity exists, the reason for differences in income and wealth is that the poor have high impulsivity.
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How To Emphasize Your Strengths & Manage Your Weaknesses
We each have talents or strengths, things we are naturally good at. Likewise, we also have a number of areas where we are not as strong; they are our areas of opportunity or weaknesses. In many ways, the world we live in is more focused on the negative than the positive. Just turn on the TV or read the newspaper to again hear or read about the bad taking place. We know that to succeed, we must concentrate on the positive, as that is what will take us forward towards accomplishing our goals. So how are we as imperfect human beings to emphasize our strengths and manage our weaknesses to achieve success?
We are most productive when working in the areas of our strengths. We will accomplish the most in terms of volume with the highest level of quality doing something we are naturally good at, or something in which we have a high level of interest. Since we know it takes a certain amount of effort to complete a task or goal, we will want to focus most of our energy and attention on tasks using our strengths in a positive manner. In doing so we will accomplish the most for our employer or for ourselves.
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We are less productive, and tend to struggle with other tasks in which we have no interest or are lacking certain talents. A non-talent is a behavior at which we perpetually struggle. If we continue to focus our effort on this type of tasks, we will have minimal accomplishments, take a great deal of time when we do accomplish a task, or generate feelings of frustration in our attempt for success.
Our first step is to acknowledge our non-talents. Recognizing them is a big step in understanding how we handle them. Our non-talent may be that we simply don’t possess the skills or the knowledge to have a level of proficiency in that area. We then have the option of seeking a means of improving our skills or increasing our knowledge – a night class might accomplish both. In some cases we can rely on other tools or individuals to assist with the situation. If spelling is a weakness, we can use spell-check. If we work in a team environment and are not good at planning and organization, perhaps we can rely on a team member to offset our non-talent. In these cases, we have utilized a support system or found a complimentary partner to manage our weakness. Consider the non-talents you have – what are the steps you can take to offset your area of weaknesses?
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Should you find yourself spending a good deal of time trying to manage a weakness, then stop and evaluate the situation. Perhaps the effort you are spending on additional training, working with a support system, or searching for or working with a partner is just too much. If your weakness is critical for your job, your best decision may be to search for an alternative role. We all have strengths and are naturally talented. Find a role where you can emphasize your strengths and achieve a level of success, one where you can feel a level of satisfaction each day with your accomplishments or how you have provided inspiration or assistance to others.
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