Daniel Gorman, Ph.D. in Psychology at Harvard University, is also a columnist for Time magazine.
Daniel Gorman's family once taught at Harvard University, specializing in behavior and brain science. His works have won many awards. He is currently a researcher of the American Association for the Advancement of Science (AAAS) and has won the highest honor award of the American Psychological Association (APA) for four times. In the 1980s, he won the Lifetime Achievement Award in Psychology and was nominated for Pulitzer Prize twice. In addition, he worked in The New York Times for 12 years, responsible for reporting brain and behavioral science; His articles are scattered in mainstream media all over the world. His works have won many awards, including the Lifetime Achievement Award from the American Psychological Association. He became a global best-selling author with emotional intelligence (EQ), arguing that EQ is more influential than IQ.
Main idea
Daniel Gorman published in 1995.
In the book EQ: Why It's More Important than IQ, Gorman uses a fresh and easy-to-understand mass media style to sweep away the haze that scholars have accumulated on EQ to scare people and tell adults and parents how children and adults can learn and use EQ to succeed in school and social life. Moreover, it subverts the mainstream theory of success in life for a long time. All these make this book widely welcomed by people, and it has entered people's real life to improve people's success. This is the first step to put EQ into practice.
Then, Gorman led the practical work of EQ to its main battlefield-enterprise organization, helping individuals, teams and even the whole organization to improve EQ and performance. This is the task of the last two books. For the same purpose of making readers easy to understand and use, Gorman used the general framework of enterprise organization analysis to construct the book EQ Practice, revealing the different abilities of EQ at individual, interpersonal and organizational levels, and how to cultivate and use these abilities to achieve personal career and enterprise organization goals.
Because of the extreme importance of leadership to the success of enterprise organization, Gorman separated it from enterprise organization, and elaborated it in his new book "The Fundamental Leadership: The Power of Emotional Intelligence" co-authored with famous EQ experts Richard Bojat and Annie McKee. From decades of analysis of world-class enterprises, the three authors found that EQ has become a key leadership ability. Enterprise leaders can use certain processes to evaluate, develop and maintain their emotional intelligence for a long time, inspire and motivate employees, cultivate the leadership of teams and organizations, and use this harmony to improve the profits of enterprises. At the same time, they can flexibly use six different leadership styles according to different leadership situations.
Emotional intelligence is the most fundamental leadership. Individuals working in a team can capture each other's emotions. Therefore, team members can create an "emotional soup", and each member adds his own seasoning. But only the seasoning of the leader is the most important.
People usually regard the leader's emotional response to something as the most effective response, and then automatically adjust their response. This means that, to some extent, leaders set emotional standards. Therefore, even in a big company, the CEO's mood or attitude will infect and affect the emotional atmosphere of the whole company.
Leaders must motivate, inspire, guide and guide their employees to complete their tasks, so they must know their reactions to their words and deeds in time. Leaders must be able to let employees release all their energy, not just perform their duties. There is a difference between the two.
If you analyze the specific abilities of leaders, you will find that 80-90% is related to EQ, and perhaps 10-20% is related to strategy and vision, but not to technical skills. This is why the logic of "promoting someone to a leadership position just because he is technically outstanding" is wrong.
Emotional intelligence can be transformed into profit, income and growth. World-class enterprises such as Pepsi-Cola and L 'Oreal found that their differences in EQ application ability led to a 20-30% difference in operating profit. But how can we achieve this effect? You must hire employees with emotional intelligence, you must promote employees with high emotional intelligence, and you must constantly improve their emotional intelligence. This will give you a strategic advantage.
If you want to change and improve EQ, you must do it day after day. If you are really responsible for yourself, you should realize that you should listen to others' opinions as much as possible before giving orders, instead of giving orders in a hurry. If you can do this every time, the way you do things now will gradually occupy your mind. The more times you repeat, the more vague your old way of doing things, and the more dominant your new way of doing things.
The main works edited in this section are Daniel Gorman's best-selling works: EQ, EQ at Work, etc.
Daniel Gorman, famous for EQ: Why EQ is more important than IQ. Make persistent efforts, and wrote and published two books on EQ in 1998 and 2002 respectively. Judging from the contents of these trilogy, Gorman is really the first person to cultivate emotional intelligence.
Edit this quip: "To be an effective leader, you must be able to switch between completely different leadership styles." Daniel Gorman
IQ only accounts for 20% of a person's success, and the remaining 80% is the factor of emotional intelligence, that is, how to be a person.