|
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).
|
Type 1 Type 2 Type 3 Type 4 Type 5 Type 6 Type 7 Type 8 Type 9 |
|
Index of More Articles about Leadership
|
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.
|
Youe Can Find More Happiness Through Your Work
Our mantra is "if you keep doing what you've been doing, you'll keep getting what you've been getting." With that in mind, let's talk about "happiness."
If you're into professional development, you've heard of Martin Seligman, Ph.D., who developed the theory of Learned Optimism. Article to continue below-------------------------------------
Recently, Seligman has started studying Authentic Happiness. In "Pleasure, Meaning & Eudaimonia," he looks at the common conception of Americans that pleasure equals happiness, which he calls "the hedonic view" -- happiness equals the most positive feelings with the least negative feelings. WHAT'S WRONG?
Article to continue below------------------------------------
1. That cheery countenance we equate with pleasure, "positive affectivity," is hereditary. Therefore it's normally distributed in the population.
Therefore about half of us just aren't that way, and aren't likely to become that way, no matter what. 2. The hedonic view has not proven to bring happiness. What apparently does is Aristotle's "Eudaimonia," the Good life - the pleasures of contemplation; that deep absorption we now call "flow." You can already see that this fits right into our work lives! THREE PATHS TO HAPPINESS The core thesis in Authentic Happiness is there are three paths to a happy life: 1.The Pleasant Life (having as much pleasure as you can) NEW RESEARCH CONFIRMS: PLEASURE DOESN'T ADD TO SATISFACTION Two recent research studies, done independently, have confirmed that hedonic motives don't correlate with happiness, but eudaimonic motives do - pursuing personal growth, development of your potential, achieving personal excellence, contributing to the lives of others. SO WHAT'S A GOOD PLAN FOR HAPPINESS? 1. Find out what your unique Strengths are. Take the StrengthsFinder™ Profile (www.susandunn.cc/courses.htm). The StrengthsFinder™ Profile, incidentally, is a wonderful tool for managers. I've found it to be true that some people don't know what their strengths are, while some know those traits very well, but have been conditioned to consider them weaknesses. There are innate strengths - things we were born with and will always have --unique ways of viewing the world, making decisions, relating to people, and doing jobs. Signature strengths are mental/ This is Babe Ruth replying when asked HOW he hit home runs like he did, "I like to," his assumption being that the rest of us could, if only we wanted to or "liked to". He couldn't even grasp the question. Often with innate strengths it's "the last thing the fish knows about is the water." .2. Write your Personal Mission Statement. If your organization needs a Mission Statement, write one collaboratively, if possible. Getting everyone behind the "mission," the "bigger picture," will add to communal work satisfaction. 2. Attach meaning to what you do, what your department does, your organization does, and help others feel the mission in it. The person who's answering the phone, for instance, isn't "just answering the phone," they're representing your company to the public and a key player in the success of your group mission. If you feel your work isn't meaningful, and can't be, then you have some "recrafting" to do. 4. Get a good organizational system. I use the "Don't Die at 50 Weekly Organizational Calendar ™" and the Gooding Accountability System ™". These will work if you work them. 5. Develop your emotional intelligence; it matters more to your success and happiness than your IQ, and it can be learned. Take an assessment, an Internet course, work with a coach, read, and practice. 6. Engage the services of a coach. This will greatly shorten your learning curve re: how you apply your Strengths and how well you develop your EQ, and he or she will hold your feet to the fire on accountability until it becomes second nature. So there's a formula: Knowing your signature strengths and crafting your life around them, defining and managing your values and mission which allow meaning, and actually accomplishing this because you've become organized. Lastly, stay connected. In an interview, Mother Teresa was asked, "You've been in India dealing with illnesses like cholera and AIDS. What's the worst illness you've ever seen?" and she replied without blinking an eye, "The worst illness I have ever seen is the loneliness and isolation in the West." So, in conclusion, whether or not "pleasures" can occur in the workplace, the deeper satisfactions of life can and your job can be one path to happiness. It could be that employees are more after this sort of experience than pizza parties and hoopla.
Susan Dunn, The EQ Coach, helps clients discover their innate talents, develop their emotional intelligence and GET ORGANIZED. Visit her on the web at www.susandunn.cc and mailto:sdunn@susandunn.cc for FREE strengths course and ezine.
|