Author: Ovidio Peñalver Martínez
Publisher: Grupo Planeta (GBS)
Las emociones de los grupos y organizaciones, sean éstas de resignación, resentimiento, serenidad, ambición o confianza, afectan directamente a los resultados que son capaces de generar. Si esto es así, resulta evidente que merece la pena diagnosticar cuáles son los estados de ánimo de nuestros equipos, para minimizar los más restrictivos y potenciar los más expansivos. Ovidio Peñalver bucea entre diferentes autores y modelos, buscando la génesis emocional de los sistemas humanos para influir de una manera efectiva en su crecimiento emocional y su maduración. Emociones colectivas también propone herramientas para realizar un chequeo emocional de nuestras organizaciones y analizar si están en línea con las estrategias que pretendemos seguir y nos ofrece pautas para conseguir y mantener un entorno emocionalmente más sostenible. "Una amplia y honda relfexión, que nos muestra con extraordinaria claridad cómo aquellos entornos en los que vivimos y nos desenvolvemos impactan, muchas veces sin que nos demos cuenta, en nuestra forma de pensar, sentir y actuar."Dr. Mario Alonso Puig, Miembro de la Academia Americana para el Avance de la Ciencia.
When asked to define the ideal leader, many would emphasize traits such as intelligence, toughness, determination, and vision—the qualities traditionally associated with leadership. Often left off the list are softer, more personal qualities—but they are also essential. Although a certain degree of analytical and technical skill is a minimum requirement for success, studies indicate that emotional intelligence may be the key attribute that distinguishes outstanding performers from those who are merely adequate. Psychologist and author Daniel Goleman first brought the term "emotional intelligence" to a wide audience with his 1995 book of the same name, and Goleman first applied the concept to business with a 1998 classic Harvard Business Review article. In his research at nearly 200 large, global companies, Goleman found that truly effective leaders are distinguished by a high degree of emotional intelligence. Without it, a person can have first-class training, an incisive mind, and an endless supply of good ideas, but he or she still won't be a great leader. The chief components of emotional intelligence—self-awareness, self-regulation, motivation, empathy, and social skill—can sound unbusinesslike, but Goleman found direct ties between emotional intelligence and measurable business results. The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world—and will have a direct impact on you today and for years to come.
A decade on from its birth, emotional intelligence is attracting more attention than ever before. Why? Because of its proven connection to performance. Tomorrow's leaders will have to be facilitators who work collaboratively to help others develop their potential, and this will require emotionally intelligent skills and attitudes. Against this landscape, Applied EI provides the tools and advice needed to develop and manage a relationship with yourself and create positive relationships with others - the twin cornerstones of emotional intelligence. We're all capable of acting with emotional intelligence. Most of us don't, because internal interferences - misguided beliefs and attitudes learnt in childhood - get in the way. Countering this, Applied EI attaches unique importance to the role of attitudes in developing and applying emotional intelligence. Tim Sparrow and Amanda Knight stress that EI isn't a synonym for personality; it's about managing personality. That's why knowing how to put EI into practice is essential. And that's why reducing EI to a single number or score misses the point, and serves only to give us another measure by which to judge ourselves and others. Anyone interested in performance improvement today needs to be interested in emotional intelligence. Applied EI shows how our attitudes underpin our EI, explores how to develop emotionally intelligence attitudes, and lays out tactics for applying them in practice. It discusses what is needed at individual, team and leadership development levels, and considers what it means to be an EI practitioner. Its practical approach and unique perspective make it a must-read for anyone involved in the field of personal development.
Author: Dave Lakhani
Publisher: John Wiley & Sons
Praise for persuasion the art of getting what you want "Dave has exposed the secrets of the most powerful persuaders in the world. This book is a step-by-step guide to changing minds and deeply influencing people in person, in print, on the air, or anyplace else you need to persuade. This book makes persuasion so easy and predictable that it may be the most dangerous persuasion book ever written . . . especially if it ends up in the hands of your competition." —Mike Litman, CEO, Connect To Success, Inc. and coauthor of Conversations with Millionaires "Dave Lakhani tells you everything you've just got to know about persuasion in this book. It is written provocatively, yet clearly. And it is sure to open your mind while enriching your bank account. I highly recommend it. Fasten your seatbelt when you read it. It takes you on a thrilling ride!" —Jay Conrad Levinson, "The Father of Guerrilla Marketing" and author of the Guerrilla Marketing series of books "Dave Lakhani understands persuasion like few do and is able to break the process down so anyone can understand and use it. I highly recommend this book to anyone who hopes to improve their ability to sell, market, advertise, or negotiate." —Chet Holmes, Fortune 500 superstrategist and author of the Mega Marketing, Business Growth Masters, and Guerrilla Marketing Meets Karate Master sales programs "Man, talk about persuasive. Dave convinced me to read and review his book, and I don't even like the guy." —Blaine Parker, author of Million-Dollar Mortgage Radio "Too few books actually put into practice what they promote. Dave Lakhani breaks the mold with this satisfying, powerful read." —John Klymshyn, author of Move the Sale Forward
Author: Daniel J. Siegel MD
In this New York Times–bestselling book, Dr. Daniel Siegel shows parents how to turn one of the most challenging developmental periods in their children’s lives into one of the most rewarding. Between the ages of twelve and twenty-four, the brain changes in important and, at times, challenging ways. In Brainstorm, Dr. Daniel Siegel busts a number of commonly held myths about adolescence—for example, that it is merely a stage of “immaturity” filled with often “crazy” behavior. According to Siegel, during adolescence we learn vital skills, such as how to leave home and enter the larger world, connect deeply with others, and safely experiment and take risks. Drawing on important new research in the field of interpersonal neurobiology, Siegel explores exciting ways in which understanding how the brain functions can improve the lives of adolescents, making their relationships more fulfilling and less lonely and distressing on both sides of the generational divide.
Do you have what it takes to succeed in your career? The secret of success is not what they taught you in school. What matters most is not IQ, not a business school degree, not even technical know-how or years of expertise. The single most important factor in job performance and advancement is emotional intelligence. Emotional intelligence is actually a set of skills that anyone can acquire, and in this practical guide, Daniel Goleman identifies them, explains their importance, and shows how they can be fostered. For leaders, emotional intelligence is almost 90 percent of what sets stars apart from the mediocre. As Goleman documents, it's the essential ingredient for reaching and staying at the top in any field, even in high-tech careers. And organizations that learn to operate in emotionally intelligent ways are the companies that will remain vital and dynamic in the competitive marketplace of today—and the future.
The Fifth Discipline
Author: Peter M. Senge
Publisher: Crown Business
Completely Updated and Revised This revised edition of Peter Senge’s bestselling classic, The Fifth Discipline, is based on fifteen years of experience in putting the book’s ideas into practice. As Senge makes clear, in the long run the only sustainable competitive advantage is your organization’s ability to learn faster than the competition. The leadership stories in the book demonstrate the many ways that the core ideas in The Fifth Discipline, many of which seemed radical when first published in 1990, have become deeply integrated into people’s ways of seeing the world and their managerial practices. In The Fifth Discipline, Senge describes how companies can rid themselves of the learning “disabilities” that threaten their productivity and success by adopting the strategies of learning organizations—ones in which new and expansive patterns of thinking are nurtured, collective aspiration is set free, and people are continually learning how to create results they truly desire. The updated and revised Currency edition of this business classic contains over one hundred pages of new material based on interviews with dozens of practitioners at companies like BP, Unilever, Intel, Ford, HP, Saudi Aramco, and organizations like Roca, Oxfam, and The World Bank. It features a new Foreword about the success Peter Senge has achieved with learning organizations since the book’s inception, as well as new chapters on Impetus (getting started), Strategies, Leaders’ New Work, Systems Citizens, and Frontiers for the Future. Mastering the disciplines Senge outlines in the book will: • Reignite the spark of genuine learning driven by people focused on what truly matters to them • Bridge teamwork into macro-creativity • Free you of confining assumptions and mindsets • Teach you to see the forest and the trees • End the struggle between work and personal time From the Trade Paperback edition.
Force For Change
Author: John P. Kotter
Publisher: Simon and Schuster
The critics who despair of the coming of imaginative, charismatic leaders to replace the so-called manipulative caretakers of American corporations don't tell us much about what leadership actually is, or, for that matter, what management is either. Now, John P. Kotter, who focused on why we have a leadership crisis in The Leadership Factor shows here, with compelling evidence, what leadership really means today, why it is rarely associated with larger-than-life charismatics, precisely how it is different from management, and yet why both good leadership and management are essential for business success, especially for complex organizations operating in changing environments. Leadership, Kotter clearly demonstrates, is for the most part not a god-like figure transforming subordinates into superhumans, but is in fact a process that creates change -- a process which often involves hundreds or even thousands of "little acts of leadership" orchestrated by people who have the profound insight to realize this. Building on his landmark study of 15 successful general managers, Kotter presents detailed accounts of how senior and middle managers in major corporations, in close concert with colleagues and subordinates, were able to create a leadership process that put into action hundreds of commonsense ideas and procedures that, in combination with competent management, produced extraordinary results. This leadership turned NCR from a loser to a big winner in automated teller machines, despite intense competition from IBM. The same process at American Express and SAS helped businesses grow dramatically despite the fact that they were "mature" and "commodity-like." Kotter also shows how leadership turned around operations at P&G and Kodak; produced huge business successes at PepsiCo, ARCO, and ConAgra; and made the impossible occasionally happen at Digital. Thousands of companies today are overmanaged and underled, John Kotter concludes, not because managers lack charisma, but because far too few executives have a clear understanding of what leadership is and what it can accomplish. Without such a vision, even the most capable people have great difficulty trying to lead effectively and to create the cultures which will help others to lead.
Updated Edition of Best Seller! Expanding on his immensely popular first edition, Sylwester presents an updated and expanded second edition on the latest biological research.
Stephen R. Covey's the 7 Habits of Highly Effective People - Interactive Edition explains through infographics, videos and excerpts of teachings the philosophy that has revolutionized life management. For 25 years, Stephen R. Covey’s step-by-step lessons have helped millions from all walks of life lead successful and satisfying lives. A new condensed and transformed interactive edition of Stephen R. Covey’s most famous work, supported with videos, explanatory infographics, self-tests and more, is here to continue those valuable lessons.
Example in this ebook This study is founded upon the work of Francis Galton, on the one hand, and of Albert Binet, on the other. It goes back to Galton's Hereditary Genius, read as a prescribed reference in the courses of Professor Edward L. Thorndike, in 1912; and to the publication in 1916 of Professor Lewis M. Terman's Stanford Revision of the Binet-Simon Scale for Measuring Intelligence. It comprises observations, measurements, and conversations covering a period of twenty-three years, during which acquaintanceships and friendships, every one of them delightful, have been formed and maintained with the twelve individuals who form the basis of the study. It was in November, 1916, shortly after taking appointment as instructor in educational psychology at Teachers College, Columbia University, that I saw for the first time a child testing above 180 IQ (S-B). I was teaching a course in the psychology of mentally deficient children, and it seemed to me that my class should if possible observe under test conditions one bright child for the sake of contrast. Accordingly, I asked whether any teacher present could nominate a very intelligent pupil for demonstration. Miss Charlotte G. Garrison and Miss Agnes Burke, teachers in the Horace Mann School, Teachers College, New York City, thereupon nominated the child who is called E in this monograph. E was presented at the next meeting of the class. It required two full classroom periods to test this child to the limits of the Stanford-Binet Scale, which had just then been published. E exhausted the scale without being fully measured by it, achieving an IQ of at least 187. He was on that date 8 years 4 months old. This IQ of at least 187 placed E in Galton's Class X of able persons; i.e., more than six "grades" removed from mediocrity. Taking 1 PE#dis# as one "grade," it placed him at least plus 11 PE from the norm; for 1 PE (Probable Error) equals 8 IQ, according to Terman's original distribution of 905 school children. This appeared as sufficiently striking to warrant permanent recording, since it would rate E as one in a million for statistical frequency, assuming "zeal and power of working" to be also abundantly present. I did not at that time have any expert knowledge of highly intelligent children. I had been working for some years in the hospitals of New York City with persons presented for commitment to reformatories, prisons, and institutions for mental defectives. I had tested thousands of incompetent persons, a majority of them children, with Goddard's Revision of the Binet-Simon Scale, scarcely ever finding anyone with an IQ rating as high as 100. This thoroughgoing experience of the negative aspects of intelligence rendered the performance of E even more impressive to me than it would otherwise have been. I perceived the clear and flawless working of his mind against a contrasting background of thousands of dull and foolish minds. It was an unforgettable observation. To be continue in this ebook
Author: Richard M. Langworth, Howard Gardner
Howard Gardner's brilliant conception of individual competence has changed the face of education in the twenty-three years since the publication of his classic work, Frames of Mind. Since then thousands of educators, parents, and researchers have explored the practical implications and applications of Multiple Intelligences theory - the powerful notion that there are separate human capacities, ranging from musical intelligence to the intelligence involved in self-understanding. The first decade of research on MI theory and practice was reported in the 1993 edition of Multiple Intelligences. This new edition covers all developments since then and stands as the most thorough and up-to-date account of MI available anywhere. Completely revised throughout, it features new material on global applications and on MI in the workplace, an assessment of MI practice in the current conservative educational climate, new evidence about brain functioning, and much more.
Author: Daniel Goleman
Publisher: Crown Business
The bestselling author of Emotional Intelligence and Primal Leadership now brings us Ecological Intelligence—revealing the hidden environmental consequences of what we make and buy, and how with that knowledge we can drive the essential changes we all must make to save our planet and ourselves. We buy “herbal” shampoos that contain industrial chemicals that can threaten our health or contaminate the environment. We dive down to see coral reefs, not realizing that an ingredient in our sunscreen feeds a virus that kills the reef. We wear organic cotton t-shirts, but don’t know that its dyes may put factory workers at risk for leukemia. In Ecological Intelligence, Daniel Goleman reveals why so many of the products that are labeled green are a “mirage,” and illuminates our wild inconsistencies in response to the ecological crisis. Drawing on cutting-edge research, Goleman explains why we as shoppers are in the dark over the hidden impacts of the goods and services we make and consume, victims of a blackout of information about the detrimental effects of producing, shipping, packaging, distributing, and discarding the goods we buy. But the balance of power is about to shift from seller to buyer, as a new generation of technologies informs us of the ecological facts about products at the point of purchase. This “radical transparency” will enable consumers to make smarter purchasing decisions, and will drive companies to rethink and reform their businesses, ushering in, Goleman claims, a new age of competitive advantage.
Author: Karen Stone-McCown, Joshua M. Freedman, Anabel L. Jensen, Marsha C. Rideout
Publisher: 6 Seconds
Self-Science is a curriculum and a process for teaching social and emotional skills. It is a flexible framework where students do activities, or experiments, that lead to discussion and learning. The students' own experiences, concerns, and questions drive the content, so the process works with people from all kinds of backgrounds, all ages, an all levels. Self-Science fuses cognitive and affective learning: students build feeling and thinking skills at the same time.Rather than telling children what not to do, Self-Science provides multiple options of what to do. It helps children become more aware of themselves and make more conscious decisions about the ways they think, feel, and act independently and interdependently. Nationally and internationally, parents and teachers are increasingly concerned about school culture and emotional intelligence competencies. Issues of exclusion, violence, depression, and under achievement are all addressed within this preventative, comprehensive program.Self-Science -- so named because emotional intelligence grows from the study of ourselves and our relationships -- is one of the few comprehensive, developmental, and research-based curricula for creating a school-wide culture of emotional intelligence. The Self-Science program creates a fundamental shift in the structure of the school toward collaboration, inclusion, and humanism.Part of the power of Self-Science is its flexibility. Once a facilitator understands how a lesson flows, she or he can easily adapt any current topics, other exercises, and even academic subject matter into the lessons. In addition, Self-Science can be taught as a "stand-alone" class or folded into existing programs such as class meetings, advisory, life-skills, or community service.