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
Daniel Goleman quotes about
As a freshman in college, I was having a lot of trouble adjusting. I took a meditation class to handle anxiety. It really helped. Then as a grad student at Harvard, I was awarded a pre-doctoral traveling fellowship to India, where my focus was on the ancient systems of psychology and meditation practices of Asia.
Once shoppers become empowered, we will facilitate industries thinking in completely new terms; for example, making products that are totally biodegradable.
Risk taking and the drive to pursue innovative ideas are the fuel that stokes the entrepreneurial spirit.
The emotional brain is highly attuned to symbolic meanings and to the mode Freud called the 'primary process' - the messages of metaphor, story, myth, the arts.
Worries typically follow such lines, a narrative to oneself that jumps from concern to concern and more often than not includes catastrophizing, imagining some terrible tragedy. Worries are almost always expressed in the mind's ear, not its eye - that is, in words, not images - a fact that has significance for controlling worry.
Want a happier, more content life? I highly recommend the down-to-earth methods you'll find in 'Mindfulness.' Professor Mark Williams and Dr Danny Penman have teamed up to give us scientifically grounded techniques we can apply in the midst of our everyday challenges and catastrophes.
Cognitive skills such as big-picture thinking and long-term vision were particularly important. But when I calculated the ratio of technical skills, IQ, and emotional intelligence as ingredients of excellent performance, emotional intelligence proved to be twice as important as the others for jobs at all levels.
Leaders with empathy do more than sympathize with people around them: they use their knowledge to improve their companies in subtle, but important ways.
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.
Remember, empathy need not lead to sympathetically giving in to the other side’s demands—knowing how someone feels does not mean agreeing with them.
The basic premise that children must learn about emotions is that all feelings are okay to have; however, only some reactions are okay.
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.
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.