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
In politics, readily dismissing inconvenient people can easily extend to dismissing inconvenient truths about them.
Western business people often don't get the importance of establishing human relationships.
Whoever has the mind to fight has broken his connection with the universe. If you try to dominate people you are already defeated. We study how to resolve conflict, not how to start it.
The people we get along with, trust, feel simpatico with, are the strongest links in our networks
People learn what they want to learn. If learning is forced on us, even if we master it temporarily, it is soon forgotten.
People tend to become more emotionally intelligent as they age and mature.
I think the smartest thing for people to do to manage very distressing emotions is to take a medication if it helps, but don't do only that. You also need to train your mind.
Leaders with empathy do more than sympathize with people around them: they use their knowledge to improve their companies in subtle, but important ways.
People who are optimistic see a failure as due to something that can be changed so that they can succeed next time around, while pessimists take the blame for the failure, ascribing it to some characteristic they are helpless to change.
Empathetic people are superb at recognizing and meeting the needs of clients, customers, or subordinates. They seem approachable, wanting to hear what people have to say. They listen carefully, picking up on what people are truly concerned about, and respond on the mark.
Although traditional incentives such as bonuses or recognition can prod people to better performance, no external motivators can get people to perform at their absolute best. . . .Wherever people gravitate within their work roles, indicates where their real pleasure lies—and that pleasure is itself motivating.
We are being judged by a new yardstick: not just how smart we are, or by our training and expertise, but also by how we handle ourselves and each other.
Social distance makes it all the easier to focus on small differences between groups and to put a negative spin on the ways of others and a positive spin on our own.
Smart phones and social media expand our universe. We can connect with others or collect information easier and faster than ever.