Working With Emotional Intelligence

In a rapidly changing world of work, the old rules for success no longer apply. This book reveals the new yardstick by which we are all judged: emotional intelligence. Drawing on decades of research from hundreds of organizations worldwide, Daniel Goleman makes a powerful and data-driven case that personal qualities like self-awareness, self-control, empathy, and social skill are far more important for excelling at work than raw intellect or technical know-how. He argues that while IQ and expertise are threshold competencies that get you in the door, it is emotional competence that distinguishes star performers from the average, especially in leadership roles. The book provides a clear framework of 25 emotional competencies, illustrates them with compelling real-world stories, and offers a scientifically-grounded new model for how anyone can learn and develop these vital skills to boost their career, improve their organization, and find greater fulfillment in their work.

What it argues

Working With Emotional Intelligence

Key ideas it contributes

• Cognitive Ability (IQ) — Purely cognitive capabilities, such as analytical reasoning, conceptual thinking, and academic intelligence, often measured by IQ tests or surrogates like entrance exam scores. The book argues this is a 'threshold competence' needed to enter a field but does not predict star performance within it.
• Technical Expertise — The specialized knowledge, practical skills, and experience required to perform a specific job. Like cognitive ability, this is considered a 'threshold competence'—necessary to do the work, but not what distinguishes stars.
• Emotional Intelligence Potential — The underlying, raw capacity for recognizing one's own feelings and those of others, for motivating oneself, and for managing emotions well in oneself and in relationships. This potential is distinct from IQ and is the foundation upon which emotional competencies are built.
• Competence Development — A systematic process of learning and practicing emotional competencies. The book argues that traditional training fails and advocates for a model based on motivation, self-directed plans, extensive practice, feedback, and support.
• Supportive Organizational Climate — An organizational environment that supports, encourages, and reinforces the use and development of emotional competencies. This climate determines whether learned competencies can be expressed and valued.
• Emotional Awareness — Recognizing one's emotions and their effects. People with this competence know which emotions they are feeling and why, and they understand the links between their feelings and their thoughts, words, and actions.
• Accurate Self-Assessment — Knowing one's strengths and limits. People with this competence are aware of their strengths and weaknesses, are reflective and open to feedback, and possess a sense of humor and perspective about themselves.
• Self-Confidence — A strong and well-grounded sense of one's self-worth and capabilities. This competence involves presenting oneself with assurance, voicing unpopular views, and making sound decisions despite uncertainties and pressures.
• Self-Control — Keeping disruptive emotions and impulses in check. People with this competence manage their impulsive feelings well, stay composed and unflappable in trying moments, and think clearly under pressure.
• Trustworthiness — Maintaining standards of honesty and integrity. People with this competence act ethically, build trust through their reliability and authenticity, and take tough, principled stands.
• Conscientiousness — Taking responsibility for personal performance. This competence involves meeting commitments, holding oneself accountable for objectives, and being organized and careful in one's work.
• Adaptability — Flexibility in handling change. People with this competence smoothly handle multiple demands, adapt their responses to fit fluid circumstances, and are flexible in how they see events.
• Innovation — Being comfortable with and open to novel ideas, approaches, and new information. People with this competence seek out fresh ideas, generate original solutions, and take fresh perspectives and risks in their thinking.
• Achievement Drive — Striving to improve or meet a standard of excellence. People with this competence are results-oriented, set challenging goals, take calculated risks, and learn how to improve their performance.
• Commitment — Aligning with the goals of the group or organization. People with this competence readily make personal sacrifices to meet a larger organizational goal and find a sense of purpose in the larger mission.
• Initiative — Readiness to act on opportunities. People with this competence pursue goals beyond what's required, cut through red tape, and mobilize others through enterprising efforts.
• Optimism — Persistence in pursuing goals despite obstacles and setbacks. People with this competence operate from a hope of success rather than a fear of failure and see setbacks as manageable rather than as personal flaws.
• Understanding Others (Empathy) — Sensing others' feelings and perspectives, and taking an active interest in their concerns. This competence involves being attentive to emotional cues, listening well, and showing sensitivity.
• Developing Others — Sensing others' development needs and bolstering their abilities. This involves acknowledging people's strengths, offering useful feedback, mentoring, and giving challenging assignments.
• Service Orientation — Anticipating, recognizing, and meeting customers' needs. This involves understanding customer needs, seeking to increase their satisfaction and loyalty, and acting as a trusted advisor.
• Leveraging Diversity — Cultivating opportunities through different kinds of people. This competence involves respecting people from varied backgrounds, understanding diverse worldviews, and challenging bias and intolerance.
• Political Awareness — Reading a group's emotional currents and power relationships. This involves accurately reading key power dynamics, detecting crucial social networks, and understanding organizational and external realities.
• Influence — Wielding effective tactics for persuasion. This involves skill at winning people over, fine-tuning presentations to appeal to listeners, and using complex strategies to build consensus and support.
• Communication — Listening openly and sending convincing messages. This competence involves being effective in give-and-take, dealing with difficult issues straightforwardly, and fostering open communication.
• Conflict Management — Negotiating and resolving disagreements. This involves handling difficult people with tact, spotting potential conflict, bringing disagreements into the open, and orchestrating win-win solutions.
• Leadership — Inspiring and guiding individuals and groups. This competence involves articulating and arousing enthusiasm for a shared vision, stepping forward to lead, guiding others' performance, and leading by example.
• Change Catalyst — Initiating or managing change. This involves recognizing the need for change, challenging the status quo, and championing the change and enlisting others in its pursuit.
• Building Bonds — Nurturing instrumental relationships. This involves cultivating extensive informal networks, seeking out mutually beneficial relationships, building rapport, and maintaining friendships among work associates.
• Collaboration and Cooperation — Working with others toward shared goals. This involves balancing task focus with attention to relationships, sharing plans and resources, and promoting a friendly, cooperative climate.
• Team Capabilities — Creating group synergy in pursuing collective goals. This competence involves drawing all members into active participation, building team identity and commitment, and protecting the group and its reputation.
• Star Performance — Consistently outstanding job performance that places an individual in the top tier (e.g., top 10%) compared to their peers. This is characterized by significantly higher productivity, quality of work, and value added to the organization.
• Leadership Effectiveness — The ability to successfully guide, inspire, and mobilize individuals and groups toward achieving a shared vision and goals. Effective leaders positively impact their team's morale, motivation, and performance.
• Organizational Effectiveness — An organization's overall performance and viability, reflected in metrics such as profitability, productivity, market share, innovation rate, and employee turnover and morale. The book argues this is enhanced by a high level of collective emotional intelligence.