Daniel Goleman
Daniel Goleman
Daniel Golemanis an author, psychologist, and science journalist. For twelve years, he wrote for The New York Times, reporting on the brain and behavioral sciences. His 1995 book, Emotional Intelligence was on The New York Times bestseller list for a year-and-a-half, and a best-seller in many countries, in print worldwide in 40 languages. Apart from his books on emotional intelligence, Goleman has written books on topics including self-deception, creativity, transparency, meditation, social and emotional learning, ecoliteracy and the ecological crisis,...
NationalityAmerican
ProfessionSelf-Help Author
Date of Birth7 March 1946
CountryUnited States of America
The task of worrying is to come up with positive solutions for life's perils by anticipating dangers before they arise. If we are preoccupied by worries, we have that must less attention to expend on figuring out the answers. Our worries become self-fulfilling prophecies, propelling us toward the very disaster they predict.
....goal directed self-imposed delay of gratification is perhaps the essence of emotional self-regulation: the ability to deny impulse in the service of a goal, whether it be building a business, solving an algebraic equation, or pursuing the Stanley Cup.
The Harvard Business Review recently had an article called 'The Human Moment,' about how to make real contact with a person at work: ... The fundamental thing you have to do is turn off your BlackBerry, close your laptop, end your daydream and pay full attention to the person.
Empathy and social skills are social intelligence, the interpersonal part of emotional intelligence. That's why they look alike.
When the eyes of a woman that a man finds attractive look directly at him, his brain secretes the pleasure-inducing chemical dopamine - but not when she looks elsewhere.
Women, on average, tend to be more aware of their emotions, show more empathy, and are more adept interpersonally. Men on the other hand, are more self-confident and optimistic, adapt more easily, and handle stress better.
A prerequisite to empathy is simply paying attention to the person in pain.
The other thing is that if you rely solely on medication to manage depression or anxiety, for example, you have done nothing to train the mind, so that when you come off the medication, you are just as vulnerable to a relapse as though you had never taken the medication.
In a very real sense we have two minds, one that thinks and one that feels
Leaders with empathy do more than sympathize with people around them: they use their knowledge to improve their companies in subtle, but important ways.
What really matters for success, character, happiness and life long achievements is a definite set of emotional skills - your EQ - not just purely cognitive abilities that are measured by conventional IQ tests.
Scheduling down time as part of your routine is hard but worth it, personally, even professionally.
A little girl who finds a puzzle frustrating might ask her busy mother (or teacher) for help. The child gets one message if her mother expresses clear pleasure at the request and quite another if mommy responds with a curt 'Don't bother me - I've got important work to do.'
Gifted leadership occurs when heart and head--feeling and thought--meet. These are the two winds that allow a leader to soar.