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“significant professional growth without personal transformation is impossible.”
― Becoming a Resonant Leader: Develop Your Emotional Intelligence, Renew Your Relationships, Sustain Your Effectiveness
― Becoming a Resonant Leader: Develop Your Emotional Intelligence, Renew Your Relationships, Sustain Your Effectiveness
“Most of us have been touched deeply by a few important people: people who, because of their feelings for us and their actions, have helped us to become who we are today. Some of what these special people gave to us was uplifting and inspiring. Sometimes what they gave to us caused pain and only made sense later. Who has been a very special person in your life? Who has shaped you and helped you to be who you are today? Write a letter to this person. Tell the person what he or she has done for you, the impact the person has had, and your feelings about how he or she has touched you. Be as honest and authentic as possible. Write from your heart. You may decide later to send this letter, but this first version should be for you.”
― Becoming a Resonant Leader: Develop Your Emotional Intelligence, Renew Your Relationships, Sustain Your Effectiveness
― Becoming a Resonant Leader: Develop Your Emotional Intelligence, Renew Your Relationships, Sustain Your Effectiveness
“BECOMING A RESONANT LEADER Taking Your Desires from Awareness into Action”
― Becoming a Resonant Leader: Develop Your Emotional Intelligence, Renew Your Relationships, Sustain Your Effectiveness
― Becoming a Resonant Leader: Develop Your Emotional Intelligence, Renew Your Relationships, Sustain Your Effectiveness
“To be happy, I’ve discovered, you’ve got to run toward something: meaningful work; a hopeful, inspiring vision of your future; and good relationships with the people you work with every day.”
― How to Be Happy at Work: The Power of Purpose, Hope, and Friendship
― How to Be Happy at Work: The Power of Purpose, Hope, and Friendship
“When we have resonant relationships with our mentors and guides, and when these people act compassionately to support our strengths, positive self-image, and dreams, the impact on us is profound and long-lasting.”
― Becoming a Resonant Leader: Develop Your Emotional Intelligence, Renew Your Relationships, Sustain Your Effectiveness
― Becoming a Resonant Leader: Develop Your Emotional Intelligence, Renew Your Relationships, Sustain Your Effectiveness
“Positive Emotional Attractor”
― Becoming a Resonant Leader: Develop Your Emotional Intelligence, Renew Your Relationships, Sustain Your Effectiveness
― Becoming a Resonant Leader: Develop Your Emotional Intelligence, Renew Your Relationships, Sustain Your Effectiveness
“We know from research (and common sense) that people who understand and manage their own and others’ emotions make better leaders. They are able to deal with stress, overcome obstacles, and inspire others to work toward collective goals. They manage conflict with less fallout and build stronger teams. And they are generally happier at work, too. But far too many managers lack basic self-awareness and social skills. They don’t recognize the impact of their own feelings and moods. They are less adaptable than they need to be in today’s fast-paced world. And they don’t demonstrate basic empathy for others: they don’t understand people’s needs, which means they are unable to meet those needs or inspire people to act.
One of the reasons we see far too little emotional intelligence in the workplace is that we don’t hire for it. We hire for pedigree. We look for where someone went to school, high grades and test scores, technical skills, and certifications, not whether they build great teams or get along with others. And how smart we think someone is matters a lot, so we hire for intellect.
Obviously we need smart, experienced people in our companies, but we also need people who are adept at dealing with change, understand and motivate others, and manage both positive and negative emotions to create an environment where everyone can be at their best.”
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One of the reasons we see far too little emotional intelligence in the workplace is that we don’t hire for it. We hire for pedigree. We look for where someone went to school, high grades and test scores, technical skills, and certifications, not whether they build great teams or get along with others. And how smart we think someone is matters a lot, so we hire for intellect.
Obviously we need smart, experienced people in our companies, but we also need people who are adept at dealing with change, understand and motivate others, and manage both positive and negative emotions to create an environment where everyone can be at their best.”
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