Daniel Goleman: Adding Social Intelligence to Emotional Intelligence

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  Scott Druhot09/10/08 Report as spam
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  RE: Daniel Goleman: Adding Social Intelligence to Emotional Intelligence

  What a great subject matter to postulate. Daniel Goleman suggested, ???Leading effectively is, in other words, less about mastering situations ??? or even mastering social skill sets ??? than about developing a genuine interest in and talent for fostering positive feelings in the people whose cooperation and support you need.???
  
  In assessing this response, I truly believe that successful and powerful not only have social leadership skills, but a vast variety of leadership adaptability skills sets. Narrowing leadership effectiveness to positive feelings is way too superficial and simplistic.
  
  Having previous CEO experiences, what I???ve found from leadership around me is, the unwavering drive and relentless pursuit of development (personal and professional). This pursuit is founded on the betterment of people ??? taking their current abilities and focusing them in the right direction (inline with the company goals and culture) and encouraging them to change their mental lens ??? to be success.
  
  A leader needs to provide vision, strategy, motivation, and reward. If these four elements are combined with a continuous improvement element (Kaizen) success is near!
  
  Kaizen,
  Scott Druhot

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  Susan Kuhn09/10/08 Report as spam
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  RE: Daniel Goleman: Adding Social Intelligence to Emotional Intelligence

  I personally believe that science such as you report allows us to trust our innate character more deeply, and to take more risks in the direction of cooperation and good human relations.
  
  So many organizations function suboptimally...and the people in them do as well. Knowing that our brains are wired to achieve more gives one more courage to step out and bring others with you.
  
  I also agree with Scott that the three questions understate the skill level practiced by effective CEOs. It is much more dynamic, even aggressive. There is at the same time impatience for results, and patience for having real, meaningful interactions with people. And I believe too there is always an undercurrent with the most effective CEOs that the personal life success of the employee and the success of the company are intertwined; that personal growth and company growth come from the same wellspring and commitment. Such is how great companies are built.

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  ndlicht109/10/08 Report as spam
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  RE: Daniel Goleman: Adding Social Intelligence to Emotional Intelligence

  There is a great diffeence between manager and leader.
  
  Leaders, by the way might not be great managers because attending to details is not their stong suit.
  
  Leadership is about connecting with people. There probably is some science in what it gets because being understood, appreciated and encouraged does make us feel and perform better.
  
  Sure wish managers understood that people not systems make things happen. A little common sense and the decency of mutual respect, encouraging, chastizing in private but then offering a solution, disagreeing but explaining why and not "do it because I said so" gets results and encourages worker engagement.
  
  Leadership isn't my way or the highway, its people motivation knowing that people have personalities, likes, dislikes, issues and that people either simply do things they are asked to do or they "own in" and give it their all. Its choice 2 that leadership creates and nurtures.

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  bethbetty09/10/08 Report as spam
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  RE: Daniel Goleman: Adding Social Intelligence to Emotional Intelligence

  Beyond the workplace, a major social group children are born into is their parents' political affiliation. I think this information underscores just how important it is for our political leaders to be positive, hopeful, compassionate and open to creative solutions. Imagine millions of people mirroring such an example!