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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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Self Describing Skills - Key Strengths
You need to be the best you can at describing your best qualities; particularly your key strengths. In my coaching practice I generally, at some point, ask my client: "What are you good at?" purely as a means to establish if they have already thought through this most important question.
Some have, but more often they haven't and the answer usually involves lots of head-scratching, umms and arrhs and then quite often a monologue on what they're NOT good at!!
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Your answer to this should be your key strengths statement which we talked about in personal marketing on my website - let me remind you.
A "Key Strengths" statement is a summary of your most powerful skills and attributes.
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The Key Strengths statement
* Highlights your most important skills and abilities Of course at interview, the question may take many different forms: "What are your main strengths?" "why should we hire you?" "what do you think makes you the best candidate?" "convince me you're the right person for us" "how do your skills match our particular needs?" As with all your Presentation Statements it should be so well rehearsed that it sounds completely spontaneous. This example I've given you here should get you thinking so give your Key Strengths statement some thought now. "I have very good communication skills; I work well either leading or being part of a team and I am self-motivated and capable of working on several tasks at once. As a leader of small teams I involve people in the decisions so that they feel involved and ensure they have the opportunity to contribute to tasks facing the team. I manage the information, plan and organise and make the decisions as required. With my strong communication skills, I have been able to motivate the staff to higher standards of performance meaning we have also helped our profits figures through increased sales and tighter cost-control. Alongside this I have encouraged innovation and my team has produced several very good ideas for new products, services and markets. As an example the new widget has taken off in Eastern Europe and is contributing 7% of profits in less than 18 months. Most importantly I actively seek to develop members of my team for their own careers sake but also for the future of the business itself. This means I also look for personal development opportunities to ensure my skills are kept up to date." If you refer to the sample CVs and resumes page on my website, sample resume #1 is for a Chief Engineer. The Key Strengths statement from him might go like this: "I have very good communication skills and work across all departments to ensure that issues are identified and practical solutions are prepared. Coupled with my project management skills and my hands-on leadership style I am able to consistently deliver and commission projects on time and to budget. I am focused on internal and external customer's needs, rather than purely functional needs and I apply specialist skills in continuous improvement and world class manufacturing to increase efficiency, reduce waste and losses due to downtime. As Chief Engineer I have initiated and managed strategic change programmes and implemented effective quality improvement programs all the way through to successful local level implementation. This has led to savings of £750k per annum and helps to maintain the position and financial strength of my employer". These key strengths statements naturally answer many of the interviewers questions whilst being reassuring in content. You will find though, that they will create new questions for the interviewer, so be aware that you must be able to substantiate everything you claim. Try working on your own statement using your own words and skills, blending them together to create a strong "key strengths" statement to meet your needs. You'll be surprised how often you use this one!! With over 25 years running businesses; as a Career Coach and Consultant in many sectors; Peter Fisher is well placed to guide job seekers through the steps needed in order to achieve that all important new position. He has personally coached thousands of individuals to career success. His distillation of these years of experience with all the essential facts and actions you must complete in order to achieve your own success is outstanding. He is very clear that you shouldn’t be misled into thinking of “acing interviews” or “finessing” your way into a business; the most sustainable and fulfilling roles are gained through understanding your own specific needs and creating your strategy accordingly. For specific guidance on how you might produce your own Key Strengths statement go to http://www.your-career-change.com/key-strengths.html
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