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Optimal: How to Sustain Personal and Organizational Excellence Every Day
In his groundbreaking #1 bestseller Emotional Intelligence, Daniel Goleman revolutionized how we think about intelligence. Now, he reveals practical methods for using these inner resources to more readily enter an optimal state of high performance and satisfaction while avoiding burnout.
There are moments when we achieve peak An athlete plays a perfect game; a business has a quarter with once-in-a-lifetime profits. But these moments are often elusive, and for every amazing day, we may have a hundred ordinary and even unsatisfying days. Fulfillment doesn’t come from isolated peak experiences, but rather from many consistent good days. So how do we sustain performance, while avoiding burnout and maintaining balance?
In Optimal, Daniel Goleman and Cary Cherniss reveal how emotional intelligence can help us have a great day, any day. They explain how to set a realistic, attainable goal of feeling satisfied that you’ve had a productive day — to consistently work at your ‘optimal’ level. Based on research of how hundreds of people build the inner architecture of having a good day, they sketch what an optimal state feels like, and show how emotional intelligence holds the key to our best performance.
Optimal is the culmination of decades of scientific discoveries bearing on emotional intelligence. Enhanced emotional intelligence pays off in improved engagement, productivity, and more satisfying days. In this book, you’ll find the keys to competence in emotional intelligence, and practical methods for applying this skill set more readily. It will equip you to become a highly effective leader and enable you to build an organizational culture that empowers workers to sustain high performance.
There are moments when we achieve peak An athlete plays a perfect game; a business has a quarter with once-in-a-lifetime profits. But these moments are often elusive, and for every amazing day, we may have a hundred ordinary and even unsatisfying days. Fulfillment doesn’t come from isolated peak experiences, but rather from many consistent good days. So how do we sustain performance, while avoiding burnout and maintaining balance?
In Optimal, Daniel Goleman and Cary Cherniss reveal how emotional intelligence can help us have a great day, any day. They explain how to set a realistic, attainable goal of feeling satisfied that you’ve had a productive day — to consistently work at your ‘optimal’ level. Based on research of how hundreds of people build the inner architecture of having a good day, they sketch what an optimal state feels like, and show how emotional intelligence holds the key to our best performance.
Optimal is the culmination of decades of scientific discoveries bearing on emotional intelligence. Enhanced emotional intelligence pays off in improved engagement, productivity, and more satisfying days. In this book, you’ll find the keys to competence in emotional intelligence, and practical methods for applying this skill set more readily. It will equip you to become a highly effective leader and enable you to build an organizational culture that empowers workers to sustain high performance.
274 pages, Kindle Edition
Published January 9, 2024
336 people are currently reading
3390 people want to read
About the author
Daniel Goleman
387 books5,530 followersAuthor of Emotional Intelligence and psychologist Daniel Goleman has transformed the way the world educates children, relates to family and friends, and conducts business. The Wall Street Journal ranked him one of the 10 most influential business thinkers.
Goleman’s Emotional Intelligence was on The New York Times best sellers list for a year-and-a-half. Named one of the 25 "Most Influential Business Management Books" by TIME, it has been translated into 40 languages. The Harvard Business Review called emotional intelligence (EI) “a revolutionary, paradigm-shattering idea.”
Goleman’s new book, Focus: The Hidden Driver of Excellence, argues that attention — a fundamental mental ability for success — has come under siege. Leadership that gets results demands a triple focus: on our inner world so we can manage ourselves; on others, for our relationships; and on the outer forces that shape our organizations and society itself.
His more recent books include The Brain and Emotional Intelligence, and Leadership: The Power of Emotional Intelligence - Selected Writings.
Goleman’s Emotional Intelligence was on The New York Times best sellers list for a year-and-a-half. Named one of the 25 "Most Influential Business Management Books" by TIME, it has been translated into 40 languages. The Harvard Business Review called emotional intelligence (EI) “a revolutionary, paradigm-shattering idea.”
Goleman’s new book, Focus: The Hidden Driver of Excellence, argues that attention — a fundamental mental ability for success — has come under siege. Leadership that gets results demands a triple focus: on our inner world so we can manage ourselves; on others, for our relationships; and on the outer forces that shape our organizations and society itself.
His more recent books include The Brain and Emotional Intelligence, and Leadership: The Power of Emotional Intelligence - Selected Writings.
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March 24, 2024
The book talks about optimal state, flow, emotional intelligence, KPIs and high achievers, emotional balance, empathy, emotional self-management, group/ team dynamics. There is mainly general knowledge but some good tips and that is why I gave it 3 stars because the tips can be helpful. The main takeaways for me are:
The key to entering flow is that the person is being challenged at the peak of their ability (match a person’s ability to the challenge). The person in flow is agile in handling the challenge. Being in a calm inner state and a positive mood, concentrated, and how important to your goals the task at hand seems to you, brings you to your optimal state. Full concentration (being undistracted), calmness, perhaps boosted by a sense of meaning in what you do, and feeling some control over how you do it, emerges as a more crucial to our optimal state than does matching our skills to a given challenge (flow). Concentrating causes a good day work, not the other way around.
High achievers set a high bar (standard of excellence greater than most others), build a learning curve, which leads them to seek out metrics for and feedback on their performance, always looking for ways to do better. They set themselves challenging goals and take calculated risks, while balancing their drive to achieve personally with the goals of their organization.
There are many ways to find our emotional balance in the face of stress, some are:
- Find meaning, have a sense of purpose.
- Focus on the task at hand, daily practice of meditation or mindfulness can help.
- Manage the tug of war between work and family.
- Change what you can - handle your own reactions, change deadline, career.
- Find a sense of control, independent work.
- Take a break, enjoy just being (small walk in nature, talk with a friend, play with your pet).
- Deep breathing (it brings you to a more relaxed mode).
- Gratitude (one way to shift negative thinking to a more positive track) intentionally brings in mind people or aspects of your situation that you are grateful for.
There are 3 kinds of empathy, each based in a different brain region:
1. Cognitive empathy lets us understand how a person thinks, the language they use and their perspective. This lets us message them in ways they will best comprehend.
2. Emotional empathy means we sense how a person feels. It means we can make our message with that person land with impact.
3. Empathic concern means we also care about that person. This kind of empathy enhances that person’s trust and respect for us, it strengthens our relationship.
4. Organizational awareness takes empathy to a larger arena, applying social intelligence to read the networks of friendship and influence behind the formalities, whether in a family or business.
When giving feedback, concentrate on that person’s strengths and potential for growth. The best coaching helps the person being coached to pursue their life goals and develop more strengths rather than just evaluate them right now.
Influence relies on strong relationships. To change someone’s mind you first need to build a strong connection to them so they are more open to what you have to say.
In conflict situations, develop good relationship with the person and learn where their resistance and passions are. Afterwards tell them your proposal and listen carefully to their reactions and give them the right to opt out from any option they might try (so they feel comfortable about trying something new).
Conflict management skills require emotional intelligence abilities: self-awareness (to monitor your own emotions), emotional balance (to let you stay calm and manage your own reactivity), empathy (to listen well to the other person and find points of agreement).
Some tactics for emotional self-management:
- Think of a time when what someone else did, made you feel bad/ good. Ask yourself what was it that gave you those bad/ good feelings: tone of voice, body language, words spoken or unspoken? What feelings resulted in you or others present? What did you do in response? If you could switch places with that person, what could you have done differently?
- Think differently - when you start feeling stressed over a problem brought to you by an employee, realise that the world is a messy and complicated place and that it’s too simple to think that all the problems are due to one person’s screwing up, incompetence or negligence. Change your perspective so you can think more clearly.
- Or say to yourself: don’t beat yourself up, you won’t get everything right. We all make mistakes.
- Adapt inquiring mindset - bring to mind an emotionally charged dilemma from work or personal life. Write down what you think might be going on. Consider what might be making the other person or people involved act that way. Then ask yourself - could I somehow be triggering them? If so - what might I be doing? What else might be going on? The goal here is not to solve the problem but to widen your perspective on it, to broaden your emotional awareness and understanding of the situation by considering different vantage points.
- Put yourself in other’s shows - put yourself in the other person’s position. Active listening can help in these difficult moments. You can practice it with a partner, that you know well, by asking them to tell you something about work or home that made them happy, sad, anxious or angry. As they tell you about it, focus on what they are telling you. To help you better understand, you can ask: what is that like for you - tell me more, what was going on for you when that happened, what did you feel or think about that, what might someone else not know about this situation, what’s your perspective on that, what else can you tell me. Repeat back to them in your own words what you’ve heard and ask them to tell you if you got it right or something is wrong with what you’ve heard. Let them explain what you misunderstood or got right. Then let just the conversation flow naturally.
Emotional balance exercise - track moments, when you become emotionally hijicked and what triggered that reaction (trigger log) and reflect on how you reacted and what would be a more effective response. Then when one of your triggers comes along you learn to pause, shift from a reactive posture to a better response and try it out.
Top teams develop agreed on patterns of interaction (norms) that create a positive emotional environment. One set of such norms eg creates a sense of psychological safety and trust among team members. Key to creating a high performing team are norms for awareness and regulation of emotions within the group and beyond it. Top teams have 3 buckets of norms:
1. Create the group’s self-awareness - the basis for how the team members take care of each other. These norms help the group surface and understand the needs, perspectives, skills and emotions of its members. For teams to operate at an optimal level, members need to talk about their own needs, themselves and the team. You can do this as simple check-in at the start of the meeting.
2. Building group self-management - where the group anticipates problems and takes actions to prevent them, as well takes responsibility and working hard to address challenges.
3. How the group relates to other units in the organization (group level equivalent of relationship management) - helps the group better understand its stakeholders and build positive relationships with them. The group tries to understand concerns of other parts of the organization, how its own operation impacts them and how it all contributes to the greater goals of the organization.
A team’s performance depends to a great extent on the ways which group members interact (their norms).
The key to entering flow is that the person is being challenged at the peak of their ability (match a person’s ability to the challenge). The person in flow is agile in handling the challenge. Being in a calm inner state and a positive mood, concentrated, and how important to your goals the task at hand seems to you, brings you to your optimal state. Full concentration (being undistracted), calmness, perhaps boosted by a sense of meaning in what you do, and feeling some control over how you do it, emerges as a more crucial to our optimal state than does matching our skills to a given challenge (flow). Concentrating causes a good day work, not the other way around.
High achievers set a high bar (standard of excellence greater than most others), build a learning curve, which leads them to seek out metrics for and feedback on their performance, always looking for ways to do better. They set themselves challenging goals and take calculated risks, while balancing their drive to achieve personally with the goals of their organization.
There are many ways to find our emotional balance in the face of stress, some are:
- Find meaning, have a sense of purpose.
- Focus on the task at hand, daily practice of meditation or mindfulness can help.
- Manage the tug of war between work and family.
- Change what you can - handle your own reactions, change deadline, career.
- Find a sense of control, independent work.
- Take a break, enjoy just being (small walk in nature, talk with a friend, play with your pet).
- Deep breathing (it brings you to a more relaxed mode).
- Gratitude (one way to shift negative thinking to a more positive track) intentionally brings in mind people or aspects of your situation that you are grateful for.
There are 3 kinds of empathy, each based in a different brain region:
1. Cognitive empathy lets us understand how a person thinks, the language they use and their perspective. This lets us message them in ways they will best comprehend.
2. Emotional empathy means we sense how a person feels. It means we can make our message with that person land with impact.
3. Empathic concern means we also care about that person. This kind of empathy enhances that person’s trust and respect for us, it strengthens our relationship.
4. Organizational awareness takes empathy to a larger arena, applying social intelligence to read the networks of friendship and influence behind the formalities, whether in a family or business.
When giving feedback, concentrate on that person’s strengths and potential for growth. The best coaching helps the person being coached to pursue their life goals and develop more strengths rather than just evaluate them right now.
Influence relies on strong relationships. To change someone’s mind you first need to build a strong connection to them so they are more open to what you have to say.
In conflict situations, develop good relationship with the person and learn where their resistance and passions are. Afterwards tell them your proposal and listen carefully to their reactions and give them the right to opt out from any option they might try (so they feel comfortable about trying something new).
Conflict management skills require emotional intelligence abilities: self-awareness (to monitor your own emotions), emotional balance (to let you stay calm and manage your own reactivity), empathy (to listen well to the other person and find points of agreement).
Some tactics for emotional self-management:
- Think of a time when what someone else did, made you feel bad/ good. Ask yourself what was it that gave you those bad/ good feelings: tone of voice, body language, words spoken or unspoken? What feelings resulted in you or others present? What did you do in response? If you could switch places with that person, what could you have done differently?
- Think differently - when you start feeling stressed over a problem brought to you by an employee, realise that the world is a messy and complicated place and that it’s too simple to think that all the problems are due to one person’s screwing up, incompetence or negligence. Change your perspective so you can think more clearly.
- Or say to yourself: don’t beat yourself up, you won’t get everything right. We all make mistakes.
- Adapt inquiring mindset - bring to mind an emotionally charged dilemma from work or personal life. Write down what you think might be going on. Consider what might be making the other person or people involved act that way. Then ask yourself - could I somehow be triggering them? If so - what might I be doing? What else might be going on? The goal here is not to solve the problem but to widen your perspective on it, to broaden your emotional awareness and understanding of the situation by considering different vantage points.
- Put yourself in other’s shows - put yourself in the other person’s position. Active listening can help in these difficult moments. You can practice it with a partner, that you know well, by asking them to tell you something about work or home that made them happy, sad, anxious or angry. As they tell you about it, focus on what they are telling you. To help you better understand, you can ask: what is that like for you - tell me more, what was going on for you when that happened, what did you feel or think about that, what might someone else not know about this situation, what’s your perspective on that, what else can you tell me. Repeat back to them in your own words what you’ve heard and ask them to tell you if you got it right or something is wrong with what you’ve heard. Let them explain what you misunderstood or got right. Then let just the conversation flow naturally.
Emotional balance exercise - track moments, when you become emotionally hijicked and what triggered that reaction (trigger log) and reflect on how you reacted and what would be a more effective response. Then when one of your triggers comes along you learn to pause, shift from a reactive posture to a better response and try it out.
Top teams develop agreed on patterns of interaction (norms) that create a positive emotional environment. One set of such norms eg creates a sense of psychological safety and trust among team members. Key to creating a high performing team are norms for awareness and regulation of emotions within the group and beyond it. Top teams have 3 buckets of norms:
1. Create the group’s self-awareness - the basis for how the team members take care of each other. These norms help the group surface and understand the needs, perspectives, skills and emotions of its members. For teams to operate at an optimal level, members need to talk about their own needs, themselves and the team. You can do this as simple check-in at the start of the meeting.
2. Building group self-management - where the group anticipates problems and takes actions to prevent them, as well takes responsibility and working hard to address challenges.
3. How the group relates to other units in the organization (group level equivalent of relationship management) - helps the group better understand its stakeholders and build positive relationships with them. The group tries to understand concerns of other parts of the organization, how its own operation impacts them and how it all contributes to the greater goals of the organization.
A team’s performance depends to a great extent on the ways which group members interact (their norms).
July 9, 2024
"Optimal: How to Sustain Personal and Organizational Excellence Every Day" by Daniel Goleman and Cary Cherniss explores the principles and practices necessary for achieving and maintaining high levels of performance in both personal and professional domains. The book delves into emotional intelligence (EI), leadership, and the psychological aspects that drive excellence.
Emotional Intelligence
Goleman and Cherniss emphasize the importance of emotional intelligence (EI) in achieving optimal performance. EI is the ability to understand and manage your own emotions, as well as recognize and influence the emotions of others. It comprises four core components:
1. Self-Awareness: Recognizing your own emotions and their impact.
2. Self-Management: Controlling your emotions and adapting to changing circumstances.
3. Social Awareness: Understanding the emotions and needs of others.
4. Relationship Management: Building and maintaining healthy and effective relationships.
The Role of Focus
Focus is crucial for sustaining excellence. Balancing the three types of focus allows individuals and organizations to navigate complex challenges and maintain high performance. The authors distinguish between three types of focus:
1. Inner Focus: Self-awareness and self-management.
2. Other Focus: Empathy and social skills.
3. Outer Focus: Understanding larger systems and external factors affecting your environment.
Mindfulness and Presence
Practicing mindfulness helps in enhancing focus and emotional intelligence. Mindfulness involves being present in the moment and fully engaging with the task at hand. It reduces stress, increases clarity, and improves decision-making.
Practical Applications in:
Personal Excellence
1. Self-Reflection: Regularly assess your emotional state and performance. Use tools like journaling or meditation to enhance self-awareness.
2. Goal Setting: Set clear, achievable goals. Break them down into smaller tasks to maintain motivation and track progress.
3. Resilience: Develop resilience by building a positive mindset, practicing gratitude, and learning from setbacks.
Organizational Excellence
1. Leadership Development: Encourage leaders to develop their EI. Effective leaders inspire and motivate their teams, fostering a positive work environment.
2. Team Dynamics: Promote collaboration and open communication within teams. Understand and address the emotional dynamics at play.
3. Culture of Excellence: Cultivate a culture that values continuous improvement, learning, and emotional well-being.
Case Studies and Examples
Google’s Project Aristotle studied what makes teams effective. The key finding was that emotional intelligence, particularly psychological safety, was the most critical factor. Teams where members felt safe to take risks and express themselves without fear of judgment outperformed others. The U.S. military emphasizes emotional intelligence in its leadership training. Leaders who demonstrate high EI are better able to manage stress, make decisions under pressure, and maintain morale among troops.
Challenges and Solutions:
Overcoming Resistance
Implementing changes to enhance EI and focus can face resistance. The authors suggest:
1. Education and Training: Provide training to help individuals understand the benefits of EI.
2. Role Modeling: Leaders should exemplify EI in their behavior.
3. Incentives: Create incentives for employees to develop and apply EI skills.
Sustaining Change
Sustaining improvements in EI and focus requires ongoing effort:
1. Continuous Learning: Encourage a culture of lifelong learning and development.
2. Feedback Systems: Implement regular feedback mechanisms to monitor progress and make necessary adjustments.
3. Support Structures: Provide support through coaching, mentoring, and resources to help individuals and teams maintain their growth.
The Science Behind Excellence
The brain’s ability to change and adapt (neuroplasticity) is fundamental to developing EI and focus. Regular practice of EI skills can lead to lasting changes in the brain, enhancing performance and well-being. Positive psychology focuses on what makes life worth living. It emphasizes strengths, virtues, and factors that contribute to a fulfilling life. Integrating positive psychology principles helps in creating environments where individuals and organizations can thrive.
"Optimal: How to Sustain Personal and Organizational Excellence Every Day" provides a comprehensive guide to achieving and maintaining high performance through emotional intelligence and focused attention. By developing self-awareness, self-management, social awareness, and relationship management, individuals and organizations can navigate challenges, foster positive relationships, and sustain excellence.
Emotional Intelligence
Goleman and Cherniss emphasize the importance of emotional intelligence (EI) in achieving optimal performance. EI is the ability to understand and manage your own emotions, as well as recognize and influence the emotions of others. It comprises four core components:
1. Self-Awareness: Recognizing your own emotions and their impact.
2. Self-Management: Controlling your emotions and adapting to changing circumstances.
3. Social Awareness: Understanding the emotions and needs of others.
4. Relationship Management: Building and maintaining healthy and effective relationships.
The Role of Focus
Focus is crucial for sustaining excellence. Balancing the three types of focus allows individuals and organizations to navigate complex challenges and maintain high performance. The authors distinguish between three types of focus:
1. Inner Focus: Self-awareness and self-management.
2. Other Focus: Empathy and social skills.
3. Outer Focus: Understanding larger systems and external factors affecting your environment.
Mindfulness and Presence
Practicing mindfulness helps in enhancing focus and emotional intelligence. Mindfulness involves being present in the moment and fully engaging with the task at hand. It reduces stress, increases clarity, and improves decision-making.
Practical Applications in:
Personal Excellence
1. Self-Reflection: Regularly assess your emotional state and performance. Use tools like journaling or meditation to enhance self-awareness.
2. Goal Setting: Set clear, achievable goals. Break them down into smaller tasks to maintain motivation and track progress.
3. Resilience: Develop resilience by building a positive mindset, practicing gratitude, and learning from setbacks.
Organizational Excellence
1. Leadership Development: Encourage leaders to develop their EI. Effective leaders inspire and motivate their teams, fostering a positive work environment.
2. Team Dynamics: Promote collaboration and open communication within teams. Understand and address the emotional dynamics at play.
3. Culture of Excellence: Cultivate a culture that values continuous improvement, learning, and emotional well-being.
Case Studies and Examples
Google’s Project Aristotle studied what makes teams effective. The key finding was that emotional intelligence, particularly psychological safety, was the most critical factor. Teams where members felt safe to take risks and express themselves without fear of judgment outperformed others. The U.S. military emphasizes emotional intelligence in its leadership training. Leaders who demonstrate high EI are better able to manage stress, make decisions under pressure, and maintain morale among troops.
Challenges and Solutions:
Overcoming Resistance
Implementing changes to enhance EI and focus can face resistance. The authors suggest:
1. Education and Training: Provide training to help individuals understand the benefits of EI.
2. Role Modeling: Leaders should exemplify EI in their behavior.
3. Incentives: Create incentives for employees to develop and apply EI skills.
Sustaining Change
Sustaining improvements in EI and focus requires ongoing effort:
1. Continuous Learning: Encourage a culture of lifelong learning and development.
2. Feedback Systems: Implement regular feedback mechanisms to monitor progress and make necessary adjustments.
3. Support Structures: Provide support through coaching, mentoring, and resources to help individuals and teams maintain their growth.
The Science Behind Excellence
The brain’s ability to change and adapt (neuroplasticity) is fundamental to developing EI and focus. Regular practice of EI skills can lead to lasting changes in the brain, enhancing performance and well-being. Positive psychology focuses on what makes life worth living. It emphasizes strengths, virtues, and factors that contribute to a fulfilling life. Integrating positive psychology principles helps in creating environments where individuals and organizations can thrive.
"Optimal: How to Sustain Personal and Organizational Excellence Every Day" provides a comprehensive guide to achieving and maintaining high performance through emotional intelligence and focused attention. By developing self-awareness, self-management, social awareness, and relationship management, individuals and organizations can navigate challenges, foster positive relationships, and sustain excellence.
Read
February 27, 2024I skimmed a lot of this book. It was very much an amalgamation of a dozen different books and it just didn’t have any teeth. If you like anecdotes and rehashes of books, this will likely interest you more than it did me.
August 14, 2024
Opinião completa em vídeo em https://youtu.be/dBAeMEmwiuk?si=gz3eK...
March 10, 2024
I was expecting to gain more insights from this book; however, it was more about the power of Emotional Intelligence, which has been described in Daniel’s older book in great details.
At the start, both authors are trying to make a strong distinction between being in the optimal state versus being in the flow. Where the latter is more elusive, and harder to attain. What matters, is that we shouldn’t try to reach for the elusive state, but aiming for staying in the optimal state continuously - this way, we can sustain excellent performance without feeling stressed or burned out.
Obviously, our mental state plays a crucial role in reaching our optimal state. Without a supportive mind, we will be distracted and never reach the optimal state. When I write this, it takes some effort not to write the term ‘flow’. Because, to me, flow means not the elusive state, but just like a runner, where you are in a cadence, without being distracted and run for miles and miles without feeling tired. So, my critique of this book, is that the way how flow is described, is not entirely aligned with the way how I look at it.
Subsequently, they both write several stories of where Emotional Intelligence plays a crucial role in our lives. Not only looking at the value it brings to organization’s bottom lines, but also for us as individuals. This part felt like a repetition - an important repetition though, because you don’t want any ambiguity on the foundations. I still like the model very much - first focusing on internal stability (self-awareness and self-management) before you can focus on the outside world (social awareness and social interaction). It also lists out the key competencies for each of the quadrant. An important reminder, and oftentimes overlooked.
In the final part of the book, Emotional Intelligence is being described from the perspective of work. How fostering a culture of EI will benefit not only an individual - but the company at large. It can even be contagious and spreading out into a system.
Still, if I look back, this book was more about EI and its benefits, but if I have to explain how to stay in the optimal flow ;-), I’m less confident. One part that is overlooked in finding piece of mind, is being physical active. Based on my personal experience, this was my greatest learning, and without a healthy lifestyle, it is almost impossible to excel in Emotional Intelligence. The less I’m physical active, the harder I find to control my emotions.
At the start, both authors are trying to make a strong distinction between being in the optimal state versus being in the flow. Where the latter is more elusive, and harder to attain. What matters, is that we shouldn’t try to reach for the elusive state, but aiming for staying in the optimal state continuously - this way, we can sustain excellent performance without feeling stressed or burned out.
Obviously, our mental state plays a crucial role in reaching our optimal state. Without a supportive mind, we will be distracted and never reach the optimal state. When I write this, it takes some effort not to write the term ‘flow’. Because, to me, flow means not the elusive state, but just like a runner, where you are in a cadence, without being distracted and run for miles and miles without feeling tired. So, my critique of this book, is that the way how flow is described, is not entirely aligned with the way how I look at it.
Subsequently, they both write several stories of where Emotional Intelligence plays a crucial role in our lives. Not only looking at the value it brings to organization’s bottom lines, but also for us as individuals. This part felt like a repetition - an important repetition though, because you don’t want any ambiguity on the foundations. I still like the model very much - first focusing on internal stability (self-awareness and self-management) before you can focus on the outside world (social awareness and social interaction). It also lists out the key competencies for each of the quadrant. An important reminder, and oftentimes overlooked.
In the final part of the book, Emotional Intelligence is being described from the perspective of work. How fostering a culture of EI will benefit not only an individual - but the company at large. It can even be contagious and spreading out into a system.
Still, if I look back, this book was more about EI and its benefits, but if I have to explain how to stay in the optimal flow ;-), I’m less confident. One part that is overlooked in finding piece of mind, is being physical active. Based on my personal experience, this was my greatest learning, and without a healthy lifestyle, it is almost impossible to excel in Emotional Intelligence. The less I’m physical active, the harder I find to control my emotions.
Read
December 11, 2025Disappointed, but I feel like I should have known better.
This is definitely what I would expect from a self-help/pop-sci book from ten or fifteen years ago.
Wait, this was published in 2023...
This book is mostly sales-pitch bullshit (disguised as research) and tedious example stories. So, overall, low on useful substance that can be put into action.
I really don't need to be told why it's a good idea to have a good day? ???? I can kind of figure out for myself that having good days will lead to being Fitter, Happier, and More Productive.
I also don't need to be talked into it. I am on board with having a good day. Maybe tell me how?
No?
"Mark Mcschmuck had tried everything, but he still wasn't getting anywhere with his sales numbers."
Nooooooooooooooo, spare me, please!
"Hey, have you ever heard of..... MINDFULNESS??"
cool, a brand-new great idea.
This is definitely what I would expect from a self-help/pop-sci book from ten or fifteen years ago.
Wait, this was published in 2023...
This book is mostly sales-pitch bullshit (disguised as research) and tedious example stories. So, overall, low on useful substance that can be put into action.
I really don't need to be told why it's a good idea to have a good day? ???? I can kind of figure out for myself that having good days will lead to being Fitter, Happier, and More Productive.
I also don't need to be talked into it. I am on board with having a good day. Maybe tell me how?
No?
"Mark Mcschmuck had tried everything, but he still wasn't getting anywhere with his sales numbers."
Nooooooooooooooo, spare me, please!
"Hey, have you ever heard of..... MINDFULNESS??"
cool, a brand-new great idea.
June 16, 2024
Daniel Goleman is a PhD psychologist and author of many books about emotional intelligence (most notably Emotional Intelligence: Why It Can Matter More Than IQ, first published in 1995). His coauthor for this book is Cary Cherniss, a professor emeritus of applied psychology at Rutgers. Optimal is a reiteration of many highly-covered topics in pop psychology, from personal productivity, energy management, DEI, and of course, emotional intelligence (which not surprisingly is discussed extensively). For those who've read at least one prior book on each of those topics, there's likely little new or different information to be gleaned from this book.
My stats:
Book 120 for 2024
Book 1723 cumulatively
My stats:
Book 120 for 2024
Book 1723 cumulatively
August 17, 2025
Goleman ha fatto successo con Intelligenza Emotiva e il resto dei suoi libri sono la bruta copia di un bel libro in diversi ambiti, ambito lavorativo, sociale, leadership ecc... il titolo Optimal, poi, è forviante. Il suggerimento di Goleman per evitare il burn out, in poche parole, è quello di avere una mission che dia senso a ciò che facciamo e di essere empatici (ma dai!) al lavoro, sia tra colleghi, sia tra capi. Peccato che come leader empatico che capisce le necessità dei suoi clienti sia stato citato Sathya Nadella, il Ceo dalla Microsoft che ha venduto una spazio Cloud all'esercito israeliano per sorvegliare i Palestinesi. Alla faccia dell'empatia.
March 13, 2025
Das Buch fühlt sich eher an, wie ein wissenschaftliches Paper und nicht unbedingt einfach von der Hand zu lesen. Man sollte sich dafür Zeit nehmen...
April 5, 2024
This was a decent book on the importance of EI. It was a helpful reminder to take certain actions.
June 13, 2024
I enjoyed reading the progress that has been made in the EI space since emotional intelligence was published. I recommend reading Emotional Intelligence by D Goleman before reading this one.
April 26, 2025
Emboldened by Daniel Goleman’s Emotional Intelligence, I also saved and listened to his more recent addition to his corpus—Optimal: How to Sustain Personal and Organizational Excellence Every Day, co-authored with Cary Cherniss.
I listened to the two one after the other, and in my mind they have merged into a single work. This is not a problem for me personally, as I do not have to discuss them professionally. They were simply intended as an exploratory dip into the field, to see whether it offers anything meaningful to me. That said, it does present a slight problem when writing this review, which is why I consulted a few reviews online to verify a few points before putting them down on paper.
In Optimal, Goleman and Cherniss juxtapose ‘flow’, which they characterize as a heightened state of full absorption, with an optimal state, which they describe as an experience of ‘feeling good, agility in solving dilemmas as they present themselves, and full attention on what we’re doing’. When we operate in an optimal state, we draw on the competencies of emotional intelligence: self-awareness, self-management, social awareness, and relationship management. The authors conclude that emotional intelligence is immensely valuable across many occupations, from selling, conducting research as part of a team, to coaching and mentoring, teaching, working in health care, and providing technical support.
The term ‘flow’ was introduced by Mihaly Csikszentmihalyi in Flow: The Psychology of Optimal Experience, published in 1990. It remains one of my favourite books of all time. Mr Csikszentmihalyi’s work helped me recognise and classify my experiences when engaging in a number of activities I find absorbing: training, photography, writing, gardening, and so on. Csikszentmihalyi describes flow as ‘being completely involved in an activity for its own sake. The ego falls away. Time flies. Every action, movement, and thought follows inevitably from the previous one, like playing jazz. Your whole being is involved, and you're using your skills to the utmost’ (Wired, 1996, https://www.wired.com/1996/09/czik/).
Has Goleman’s and Cherniss’s concept of an ‘optimal state’ added anything to the way I see the world or how I work? No, not really. Flow—or being ‘in the zone’, another popular concept—still remains the best description of how I both work and play when fully absorbed in an activity, while Optimal strikes me as yet another attempt to milk the idea for all its worth.
I listened to the two one after the other, and in my mind they have merged into a single work. This is not a problem for me personally, as I do not have to discuss them professionally. They were simply intended as an exploratory dip into the field, to see whether it offers anything meaningful to me. That said, it does present a slight problem when writing this review, which is why I consulted a few reviews online to verify a few points before putting them down on paper.
In Optimal, Goleman and Cherniss juxtapose ‘flow’, which they characterize as a heightened state of full absorption, with an optimal state, which they describe as an experience of ‘feeling good, agility in solving dilemmas as they present themselves, and full attention on what we’re doing’. When we operate in an optimal state, we draw on the competencies of emotional intelligence: self-awareness, self-management, social awareness, and relationship management. The authors conclude that emotional intelligence is immensely valuable across many occupations, from selling, conducting research as part of a team, to coaching and mentoring, teaching, working in health care, and providing technical support.
The term ‘flow’ was introduced by Mihaly Csikszentmihalyi in Flow: The Psychology of Optimal Experience, published in 1990. It remains one of my favourite books of all time. Mr Csikszentmihalyi’s work helped me recognise and classify my experiences when engaging in a number of activities I find absorbing: training, photography, writing, gardening, and so on. Csikszentmihalyi describes flow as ‘being completely involved in an activity for its own sake. The ego falls away. Time flies. Every action, movement, and thought follows inevitably from the previous one, like playing jazz. Your whole being is involved, and you're using your skills to the utmost’ (Wired, 1996, https://www.wired.com/1996/09/czik/).
Has Goleman’s and Cherniss’s concept of an ‘optimal state’ added anything to the way I see the world or how I work? No, not really. Flow—or being ‘in the zone’, another popular concept—still remains the best description of how I both work and play when fully absorbed in an activity, while Optimal strikes me as yet another attempt to milk the idea for all its worth.
May 8, 2024
I think it is an excellent book. The work researched by authors gives it a unique value. Personally, through reading the Optimal I understood more clearly about emotional intelligence. Highly recommended reading for all those who are always living with everyday life and are looking for a better way to deal with the emotions and feelings of and with others.
This entire review has been hidden because of spoilers.
March 11, 2025
I randomly picked up this book from the library and was surprised to learn how deeply Emotional Intelligence (EI) influences our lives. The book highlights how EI is closely tied to work productivity, emphasizing the importance of managing emotions, especially anger, and cultivating a strong mindset. It turns out that EI empowers individuals to bring out their best selves and positively shape the world around them.
Key takeaway is a structured approach to problem-solving:
Understand the situation.
Identify the root cause of the problem.
Develop an effective solution.
Execute and refine until the issue is resolved.
This book sheds light on how harnessing EI can lead to personal and professional growth.
Key takeaway is a structured approach to problem-solving:
Understand the situation.
Identify the root cause of the problem.
Develop an effective solution.
Execute and refine until the issue is resolved.
This book sheds light on how harnessing EI can lead to personal and professional growth.
July 9, 2024
Siempre me han parecido interesantes los libros de Daniel Goleman. Por un lado este es uno de los libros que me gustaría que mis jefes leyeran y por otro lado te hacen pensar que tú podrías ser una persona que inspira a los demás.
March 14, 2024
2.5
La primera mitad del libro es bastante interesante, pero en la segunda me ha resultado aburrido y reiterativo. De hecho, hay ejemplos que aparecen dos veces en diferentes epígrafes.
La primera mitad del libro es bastante interesante, pero en la segunda me ha resultado aburrido y reiterativo. De hecho, hay ejemplos que aparecen dos veces en diferentes epígrafes.
Currently reading
July 9, 2024WIP - TBA toxic encouragement to always be able to consistently perform at your best.
BT Notes:
- Research on job descriptions for C-suite executives indicates a significant increase in the demand for soft skills, which have grown in importance by nearly 30 percent over recent decades, while requirements for hard skills have decreased by 40 percent.
- The pervasive influence of EI is also evident in how it’s seamlessly integrated into various company cultures, often under different names such as “leadership presence” or “team management.” These competencies are crucial for HR and CEOs as well as across all levels of management – effective leadership is deeply intertwined with emotional intelligence.
- The advantages of EI extend to team dynamics as well. Google’s research into team effectiveness highlighted that psychological safety, a concept deeply linked to EI, is the most critical factor for a team’s success. Teams that foster an environment in which members feel safe to express ideas and take risks outperform those that do not.
- Overall, the collective emotional intelligence of a team can lead to better problem-solving abilities and more effective collaboration.
- Emotional intelligence is increasingly recognized as a crucial skill for leaders, but its assessment and development in the workplace can be challenging. The difficulties associated with identifying and nurturing these skills highlight the importance of a comprehensive approach to developing emotional intelligence within organizations. This focus on growth and training emphasizes the need to integrate emotional intelligence deeply into organizational cultures.
- Evaluating a potential leader’s EI can be tricky. Traditional methods like self-assessments are often unreliable, as individuals may lack self-awareness or overestimate their competencies. Instead, gaining insights from a variety of sources who know the person well – such as colleagues, subordinates, or even a spouse – can provide a more accurate measure.
- while EI is a valuable trait, it’s recommended that assessments focus more on development rather than selection processes.
- The C-suite needs to model EI behaviors and integrate EI principles into daily practices, including performance reviews and leadership development programs. When leaders demonstrate a commitment to fostering an emotionally intelligent workplace, the benefits extend across the entire organization, leading to improved employee engagement, customer satisfaction, and overall corporate performance.
- This forward-looking approach highlights how EI will synergize with other essential skills to navigate the complexities of tomorrow’s business landscape.
- In the current employment landscape, the value of emotional intelligence goes far beyond just understanding and managing personal emotions. It is a pivotal tool that synergizes with other critical skills to prepare us for future challenges. This combination is termed the “Four Qs” by Salesforce CEO Marc Benioff – encompassing EQ, or emotional intelligence; IQ, the intelligence quotient; CQ, which is the creativity quotient; and SQ, or the spiritual quotient. This highlights the evolving role of EI as an essential, multi-faceted competency in the workforce.
- The importance of EI is further emphasized by Apple CEO Tim Cook, who prioritizes a blend of technical expertise, a deep sense of purpose, and the ability to innovate collaboratively within teams. This mix is not only crucial for personal development but also drives organizational success in an era marked by technological advancement and complex interpersonal dynamics.
- Looking to the future, EI is set to play an even more critical role, especially as workplaces become more automated and AI-driven. The “human touch” – the ability to understand and connect deeply with people – remains irreplaceable, enhancing the effectiveness of teams and leaders in an increasingly digital world.
Notes:
- maintaining high productivity and satisfaction at work and in life is essential. Many seek this “optimal state,” in which peak efficiency and a sense of effortless flow dominate their daily experiences
- Studies have indicated that individuals operating in their optimal state can be up to five times more productive than at their usual performance level.
- The application of emotional intelligence is both broad and profound. In the workplace, it translates to enhanced job engagement and satisfaction, which in turn reduce turnover and boosts productivity. On a personal level, it equips you to face daily challenges with a more adaptive and positive outlook.
- Routine self-check-ins are useful here. By periodically assessing your emotional and physical state, you can maintain a high level of self-awareness that supports sustained optimal performance.
BT Notes:
- Research on job descriptions for C-suite executives indicates a significant increase in the demand for soft skills, which have grown in importance by nearly 30 percent over recent decades, while requirements for hard skills have decreased by 40 percent.
- The pervasive influence of EI is also evident in how it’s seamlessly integrated into various company cultures, often under different names such as “leadership presence” or “team management.” These competencies are crucial for HR and CEOs as well as across all levels of management – effective leadership is deeply intertwined with emotional intelligence.
- The advantages of EI extend to team dynamics as well. Google’s research into team effectiveness highlighted that psychological safety, a concept deeply linked to EI, is the most critical factor for a team’s success. Teams that foster an environment in which members feel safe to express ideas and take risks outperform those that do not.
- Overall, the collective emotional intelligence of a team can lead to better problem-solving abilities and more effective collaboration.
- Emotional intelligence is increasingly recognized as a crucial skill for leaders, but its assessment and development in the workplace can be challenging. The difficulties associated with identifying and nurturing these skills highlight the importance of a comprehensive approach to developing emotional intelligence within organizations. This focus on growth and training emphasizes the need to integrate emotional intelligence deeply into organizational cultures.
- Evaluating a potential leader’s EI can be tricky. Traditional methods like self-assessments are often unreliable, as individuals may lack self-awareness or overestimate their competencies. Instead, gaining insights from a variety of sources who know the person well – such as colleagues, subordinates, or even a spouse – can provide a more accurate measure.
- while EI is a valuable trait, it’s recommended that assessments focus more on development rather than selection processes.
- The C-suite needs to model EI behaviors and integrate EI principles into daily practices, including performance reviews and leadership development programs. When leaders demonstrate a commitment to fostering an emotionally intelligent workplace, the benefits extend across the entire organization, leading to improved employee engagement, customer satisfaction, and overall corporate performance.
- This forward-looking approach highlights how EI will synergize with other essential skills to navigate the complexities of tomorrow’s business landscape.
- In the current employment landscape, the value of emotional intelligence goes far beyond just understanding and managing personal emotions. It is a pivotal tool that synergizes with other critical skills to prepare us for future challenges. This combination is termed the “Four Qs” by Salesforce CEO Marc Benioff – encompassing EQ, or emotional intelligence; IQ, the intelligence quotient; CQ, which is the creativity quotient; and SQ, or the spiritual quotient. This highlights the evolving role of EI as an essential, multi-faceted competency in the workforce.
- The importance of EI is further emphasized by Apple CEO Tim Cook, who prioritizes a blend of technical expertise, a deep sense of purpose, and the ability to innovate collaboratively within teams. This mix is not only crucial for personal development but also drives organizational success in an era marked by technological advancement and complex interpersonal dynamics.
- Looking to the future, EI is set to play an even more critical role, especially as workplaces become more automated and AI-driven. The “human touch” – the ability to understand and connect deeply with people – remains irreplaceable, enhancing the effectiveness of teams and leaders in an increasingly digital world.
Notes:
- maintaining high productivity and satisfaction at work and in life is essential. Many seek this “optimal state,” in which peak efficiency and a sense of effortless flow dominate their daily experiences
- Studies have indicated that individuals operating in their optimal state can be up to five times more productive than at their usual performance level.
- The application of emotional intelligence is both broad and profound. In the workplace, it translates to enhanced job engagement and satisfaction, which in turn reduce turnover and boosts productivity. On a personal level, it equips you to face daily challenges with a more adaptive and positive outlook.
- Routine self-check-ins are useful here. By periodically assessing your emotional and physical state, you can maintain a high level of self-awareness that supports sustained optimal performance.
October 4, 2025
citEști business „Optim” de Daniel Goleman și Cary Cherniss: Organizezi și emoții
CITAT „Atunci când simțim că avem de făcut ceva ce ne place, cortizolul ne pregătește creierul și corpul pentru a face acel lucru.” p.97 Daniel Goleman și Cary Cherniss „Optim inteligența emoțională în organizare”, traducere Diana Botescu, Curtea Veche Publishing, 2025
https://www.youtube.com/watch?v=MRM2J...
Dacă tot se încheie aprilie cu Ziua Internațională a Jazzului, pe 30, și se deschide mai cu zile dedicate munci și libertăților conștientizate, le găsești pe toate celebrate în volumul „Optim”. Daniel Goleman și Cary Cherniss îți analizează inteligența emoțională în organizare, în îmbunătățirea performanței și a echilibrului în organizații. Cât de importantă este inteligența emoțională în leadership nu e cazul să îți explice cineva. Dar cum să combați blocajele perfecționismului și obiectivele iluzorii ai mereu de învățat. Mai ales cum să te concentrezi și pe proces nu numai asupra rezultatului. Daniel Goleman identifică patru zone ale dezvoltării inteligenței emoționale în organizații: conșiința de sine ( să știi ce simți și ce la ce te îndeamnă), self management (cum gestionezi emoțiile ca să nu te împiedice să te concentrezi și folosirea perspectivei pozitive și adaptabilitatea), conștiința socială (atât cunoașterea dinamicii propriei organizații dar și acordarea empatică în acest mecanism) și managementul relațiilor (ceea ce vezi în fiecare zi, cum conduci, cum influențezi, cum inspiri și cum oferi sens în situații de conflict și pentru a dezvolta posibilitățile celor cu care lucrezi).
„Atunci când sintagma inteligență emoțională este absorbită în limbajul și ADN-ul companiei, dispărând chiar și în termenii utilizați, conceptul se poate reflecta în continuare puternic în comportamentul oamenilor și în cultura organizației.” p.97 Daniel Goleman și Cary Cherniss „Optim inteligența emoțională în organizare”, traducere Diana Botescu, Curtea Veche Publishing, 2025
CITAT „Atunci când simțim că avem de făcut ceva ce ne place, cortizolul ne pregătește creierul și corpul pentru a face acel lucru.” p.97 Daniel Goleman și Cary Cherniss „Optim inteligența emoțională în organizare”, traducere Diana Botescu, Curtea Veche Publishing, 2025
https://www.youtube.com/watch?v=MRM2J...
Dacă tot se încheie aprilie cu Ziua Internațională a Jazzului, pe 30, și se deschide mai cu zile dedicate munci și libertăților conștientizate, le găsești pe toate celebrate în volumul „Optim”. Daniel Goleman și Cary Cherniss îți analizează inteligența emoțională în organizare, în îmbunătățirea performanței și a echilibrului în organizații. Cât de importantă este inteligența emoțională în leadership nu e cazul să îți explice cineva. Dar cum să combați blocajele perfecționismului și obiectivele iluzorii ai mereu de învățat. Mai ales cum să te concentrezi și pe proces nu numai asupra rezultatului. Daniel Goleman identifică patru zone ale dezvoltării inteligenței emoționale în organizații: conșiința de sine ( să știi ce simți și ce la ce te îndeamnă), self management (cum gestionezi emoțiile ca să nu te împiedice să te concentrezi și folosirea perspectivei pozitive și adaptabilitatea), conștiința socială (atât cunoașterea dinamicii propriei organizații dar și acordarea empatică în acest mecanism) și managementul relațiilor (ceea ce vezi în fiecare zi, cum conduci, cum influențezi, cum inspiri și cum oferi sens în situații de conflict și pentru a dezvolta posibilitățile celor cu care lucrezi).
„Atunci când sintagma inteligență emoțională este absorbită în limbajul și ADN-ul companiei, dispărând chiar și în termenii utilizați, conceptul se poate reflecta în continuare puternic în comportamentul oamenilor și în cultura organizației.” p.97 Daniel Goleman și Cary Cherniss „Optim inteligența emoțională în organizare”, traducere Diana Botescu, Curtea Veche Publishing, 2025
April 19, 2025
بعد قراءة هذا الكتاب ستعرف ما يشعر به المرء عندما يكون في الحال الأمثل على المستوى الشخصي وكيف ينعكس هذا الحال الداخلي على العمل وستتكتشف أن العنصر الحاسم ليكون الإنسان في أمثل حال هو ذكاؤه العاطفي وقدرته على فهم عواطفه والتحكم بها وفهم عواطف الآخرين فللذكاء العاطفي دور في تحقيق التميز الشخصي.، كما ستتعرف كيف ينعكس الوعي بالذات والقدرة على التناغم مع الآخرين في القدرة على بناء علاقات فعالة.
الذكاء العاطفي في المؤسسات له شقان شق شخصي وشق عام
ففي الشق الخاص نحن نتحدث عن دور الموظف في المؤسسة الذي يعلي من شأنه -أيا يكن دوره في المؤسسة التي يعمل فيها- وهذا ما يجعله يؤدي بأفضل أداء معتزاً بذكائه العاطفي وبشعوره بأنه في أمثل. ولا يسعني إلا ان أشير إلى مثال ورد في الكتاب عن عامل نظافة في وكالة ناسا الاميركية تلك الوكالة الرائدة والتي تزدحم بالعلماء الذي سؤال ذات يوم عن عمله فأجاب أنا أرسل رواد الفضاء إلى الفضاء. لاحظوا كيف يجد هذا العامل البسيط في عمله قيمة ويفتخر بأن عمله يساهم وإن في جزء بسيط جداً جداً في عمل أعظم الوكالات العلمية في العالم.
بالمقابل في الشق العام وهو الشق الخاص بالمؤسسات، فالمؤسسات التي تتمتع بالذكاء العاطفي تعرف بحسب ما ورد في الكتاب أن رأٍسمالها الأكبر يكمن في مواردها البشرية وأن مقولة أن لكل موظف بديل تحمل في طياتها الخطأ والصواب في آن فالموظف يمكن استبداله صح ولكن بأي ثمن، فالموظف المندمج في المجموعة والذي يتقن العمل تكون كلفة استبداله بموظف براتب أقل أعلى كلفة على المؤسسة التي يعمل فيها بخلاف ما تظهر الأرقام المالية الأولية.
بكلام مختصر الموظف هو كفاء وذكاء عاطفي بمعناه الواسع
والمؤسسات تحتاج إلى جانب استثماراتها إلى ذكاء عاطفي لتكون بيئة عمل بهيجة وتعرف كيف تستخلص من موظفيها افضل ما عندهم من دون أن تُسلط سيف الاستبدال على رؤوسهم
الذكاء العاطفي في المؤسسات له شقان شق شخصي وشق عام
ففي الشق الخاص نحن نتحدث عن دور الموظف في المؤسسة الذي يعلي من شأنه -أيا يكن دوره في المؤسسة التي يعمل فيها- وهذا ما يجعله يؤدي بأفضل أداء معتزاً بذكائه العاطفي وبشعوره بأنه في أمثل. ولا يسعني إلا ان أشير إلى مثال ورد في الكتاب عن عامل نظافة في وكالة ناسا الاميركية تلك الوكالة الرائدة والتي تزدحم بالعلماء الذي سؤال ذات يوم عن عمله فأجاب أنا أرسل رواد الفضاء إلى الفضاء. لاحظوا كيف يجد هذا العامل البسيط في عمله قيمة ويفتخر بأن عمله يساهم وإن في جزء بسيط جداً جداً في عمل أعظم الوكالات العلمية في العالم.
بالمقابل في الشق العام وهو الشق الخاص بالمؤسسات، فالمؤسسات التي تتمتع بالذكاء العاطفي تعرف بحسب ما ورد في الكتاب أن رأٍسمالها الأكبر يكمن في مواردها البشرية وأن مقولة أن لكل موظف بديل تحمل في طياتها الخطأ والصواب في آن فالموظف يمكن استبداله صح ولكن بأي ثمن، فالموظف المندمج في المجموعة والذي يتقن العمل تكون كلفة استبداله بموظف براتب أقل أعلى كلفة على المؤسسة التي يعمل فيها بخلاف ما تظهر الأرقام المالية الأولية.
بكلام مختصر الموظف هو كفاء وذكاء عاطفي بمعناه الواسع
والمؤسسات تحتاج إلى جانب استثماراتها إلى ذكاء عاطفي لتكون بيئة عمل بهيجة وتعرف كيف تستخلص من موظفيها افضل ما عندهم من دون أن تُسلط سيف الاستبدال على رؤوسهم
May 17, 2025
Just learn a new word "optimal" , i.e. "Fit" to me. I have this concept in my head.
I like he mention "optimal" is more than "flow state". It is.
"Fit" to me is like you are running a marathon. I am not saying you should finish it effortlessly. But more like you cant be exhausted in the first 400m right? This is called "Fit"
Now, it comes to get things done. It is the same. Not effortless, but "Fit", "optimal"
And the rest of book is like how to get to optimal state (Emotional balance) and how good it is to work under optimal state.
Personally, that isnt really the point. Not deep enough. I mean it is too safe when you just give out things like:
Self-Reflection--Regularly assess your emotional state and performance.
Goal Setting--Set clear, achievable goals.
Resilience ...etc
Being quite honest, these are not the point, at least from my experience. Or it is, but just not deep enough
Someone may find it helpful. But dont think that's is whole optimal state in your life. I bet there must be more.
I like he mention "optimal" is more than "flow state". It is.
"Fit" to me is like you are running a marathon. I am not saying you should finish it effortlessly. But more like you cant be exhausted in the first 400m right? This is called "Fit"
Now, it comes to get things done. It is the same. Not effortless, but "Fit", "optimal"
And the rest of book is like how to get to optimal state (Emotional balance) and how good it is to work under optimal state.
Personally, that isnt really the point. Not deep enough. I mean it is too safe when you just give out things like:
Self-Reflection--Regularly assess your emotional state and performance.
Goal Setting--Set clear, achievable goals.
Resilience ...etc
Being quite honest, these are not the point, at least from my experience. Or it is, but just not deep enough
Someone may find it helpful. But dont think that's is whole optimal state in your life. I bet there must be more.
March 4, 2024
I like how emotional intelligence was described with examples in professional relationships. This book focuses on corporate culture in general and then shifts to applications of different fields. I like some details about listening and processing information before responding and putting yourself in the employer/employee/manager's shoes to think about.
This book makes me remember when I was 21 after graduating from undergraduate. I worked with multiple people from different backgrounds with different family dynamics. They gave me the knowledge to handle stress or hectic tasks. At the same time, I sympathized with some parents who had to work extra to pay for daycare. I covered some tasks so they could pick up their children on time.
Understanding where people come from before reacting and putting yourselves in other people's shoes are the first steps for recent graduate college workers before joining the workforce.
This book makes me remember when I was 21 after graduating from undergraduate. I worked with multiple people from different backgrounds with different family dynamics. They gave me the knowledge to handle stress or hectic tasks. At the same time, I sympathized with some parents who had to work extra to pay for daycare. I covered some tasks so they could pick up their children on time.
Understanding where people come from before reacting and putting yourselves in other people's shoes are the first steps for recent graduate college workers before joining the workforce.
July 9, 2024
Summary:
Emotional intelligence is essential to achieving optimal performance and well-being. By developing self-awareness, mindfulness and emotional regulation, you can enhance your productivity and satisfaction in both personal and professional settings. Emotional intelligence not only improves individual performance but also fosters effective leadership and team dynamics in the workplace. Integrating emotional intelligence into organisational culture through training and active leadership involvement can lead to a more harmonious and productive environment. The synergy of emotional intelligence with other critical skills prepares you to navigate future challenges, ensuring a resilient and adaptive approach to personal and professional growth. Embrace these principles to unlock your full potential and thrive in an ever-evolving world.
Emotional intelligence is essential to achieving optimal performance and well-being. By developing self-awareness, mindfulness and emotional regulation, you can enhance your productivity and satisfaction in both personal and professional settings. Emotional intelligence not only improves individual performance but also fosters effective leadership and team dynamics in the workplace. Integrating emotional intelligence into organisational culture through training and active leadership involvement can lead to a more harmonious and productive environment. The synergy of emotional intelligence with other critical skills prepares you to navigate future challenges, ensuring a resilient and adaptive approach to personal and professional growth. Embrace these principles to unlock your full potential and thrive in an ever-evolving world.
October 13, 2025
Started great, ended awfully.
The first and second parts were quite good and try to explain and elucidate why being in the optimal state is better than achieving Flow. Besides it explains mechanisms on how to get there and the basis of EI to achieve balance.
However this report was not continued in part three and four as these chapters could have been majorly reduced while keeping the juice from a couple of great stories such as the one from the bus driver. It completely goes out of the Optimal theme and whenever it seems that the authors are going to the subject and we get engaged they go around and lose themselves. One of these examples comes in the last chapter as they write about curiosity and innovation from an interesting perspective and end up giving up that opportunity to end the book in the worst way I have ever seen a book end.
The first and second parts were quite good and try to explain and elucidate why being in the optimal state is better than achieving Flow. Besides it explains mechanisms on how to get there and the basis of EI to achieve balance.
However this report was not continued in part three and four as these chapters could have been majorly reduced while keeping the juice from a couple of great stories such as the one from the bus driver. It completely goes out of the Optimal theme and whenever it seems that the authors are going to the subject and we get engaged they go around and lose themselves. One of these examples comes in the last chapter as they write about curiosity and innovation from an interesting perspective and end up giving up that opportunity to end the book in the worst way I have ever seen a book end.
January 7, 2026
A very informative book that helps you master your optimal state, leading to flow and possibly to the peak of your performance. Every factor that dictates the success of your optimal state is interconnected and requires self-awareness. This book is especially useful for those who have long stayed in their comfort zone and are struggling to break through. I was especially captivated by the quote: “Use your skill to do the things that you enjoy, less toil”a simple yet often forgotten principle when you take everything for granted. Dan does not forget to remind us that empathy and mindfulness often play a part in shaping us to achieve an optimal state. Success is characterized by both mental and physical wealth. Read the book to explore the wisdom of being better and stronger!
However, while insightful, I felt some ideas were familiar and lacked the depth I was hoping for.
However, while insightful, I felt some ideas were familiar and lacked the depth I was hoping for.
May 6, 2024
Next time should have checked Goodreads reviews before starting a book because it was in the "TOP10 airport exclusive bestsellers" list in two airports that I passed by during April. I have read Emotional Intelligence books by Daniel Goleman which are definitely classics. The original was published nearly 30 years ago (in 1995) so I tought that this will be fresh adaptation but while beginning part was refresher on the core concepts (emotional intelligence, flow, habits, self-awareness) then the application part was complete "meh" (mostly describing random challenges and stating that emotional intelligence would be beneficial in this or that situation).
October 8, 2025
I gave up a quarter of the way through this book, as all I was getting from it was a sales pitch on the value and importance of Emotional Intelligence. It felt like a math book telling me that algebra, geometry, and calculus are important - great, I got that, why else would I have chosen this book. I reluctantly categorized this book as self-help. I assume that there may be some of it in there, I was just tired of wading through the sales talk.
I listened to the audio version - at least it was well narrated.
I listened to the audio version - at least it was well narrated.
January 4, 2026
One of the book’s strongest contributions is its insistence that emotional intelligence is not a fixed trait, nor merely a conceptual framework. Much like IQ-related abilities (math, language, logic) are developed through repeated practice, the book treats EI as a set of trainable skills, each strengthened through deliberate, practical exercises. This clarity helps avoid a common pitfall: confusing high-level EI “quadrants” with the actual behaviors and habits that build them.
Rather than spending excessive time defining EI, the book focuses on what to practice.
Example:
1. Self-Awareness
Skill focus: Recognizing internal states, emotions, and habitual reactions in real time.
Concrete practices emphasized: Tuning into self-talk, mindfulness and emotion labeling.
2. Self-Management
Skill focus: Regulating emotions, energy, and behavior once emotions are noticed.
Concrete practices emphasized:
Changing the situation when possible, Cognitive reframing, Physiological regulation, Pause techniques.
Why it works:
The book grounds emotional regulation in biology and behavior, not willpower. Managing emotions begins with managing conditions.
The book reinforces that social effectiveness is learned socially—through guided interaction, feedback, and reflection. What makes this book especially effective is its discipline in separating concepts from practices. By consistently pairing each EI skill with specific, repeatable exercises, it prevents the reader from mistaking understanding for ability.
Though convoluted at times in terms of the structure and writing - in terms of locating where the message is, it shares an encouraging message : emotional intelligence improves the same way any other human capability does—through practice, feedback, and time.
This practical framing makes the book particularly valuable for educators, leaders, coaches, and anyone who wants to build EI deliberately rather than merely talk about it.
Rather than spending excessive time defining EI, the book focuses on what to practice.
Example:
1. Self-Awareness
Skill focus: Recognizing internal states, emotions, and habitual reactions in real time.
Concrete practices emphasized: Tuning into self-talk, mindfulness and emotion labeling.
2. Self-Management
Skill focus: Regulating emotions, energy, and behavior once emotions are noticed.
Concrete practices emphasized:
Changing the situation when possible, Cognitive reframing, Physiological regulation, Pause techniques.
Why it works:
The book grounds emotional regulation in biology and behavior, not willpower. Managing emotions begins with managing conditions.
The book reinforces that social effectiveness is learned socially—through guided interaction, feedback, and reflection. What makes this book especially effective is its discipline in separating concepts from practices. By consistently pairing each EI skill with specific, repeatable exercises, it prevents the reader from mistaking understanding for ability.
Though convoluted at times in terms of the structure and writing - in terms of locating where the message is, it shares an encouraging message : emotional intelligence improves the same way any other human capability does—through practice, feedback, and time.
This practical framing makes the book particularly valuable for educators, leaders, coaches, and anyone who wants to build EI deliberately rather than merely talk about it.
January 20, 2024
If you are already familiar with EI and Goleman's previous work, this book offers very little new to the mix. It's a good book that offers personal, relationship, and organisational improvements by presenting research data/findings as well as practical lessons.
If you are new to the subject, this is a good book to read. It ties in other closely related useful traits/skills and research to back it up.
The book reminded me of some things I need to revisit and pay more attention to.
If you are new to the subject, this is a good book to read. It ties in other closely related useful traits/skills and research to back it up.
The book reminded me of some things I need to revisit and pay more attention to.
February 20, 2024
This is a great summary for business leaders that builds upon his other works. Having read some of Goleman's other work, this one is specifically written for organizations and how to improve the total organization's EQ. If you are looking for something to improve your individual EQ, some of his earlier books may be best for you.
I do wish there was a workbook to go along with this/ his other works for exercises you can do individually, with your team, and with an entire organizations.
I do wish there was a workbook to go along with this/ his other works for exercises you can do individually, with your team, and with an entire organizations.
January 14, 2026
Read this book for an alumni reading club. It is a continuation of emotional intelligence research. Intrinsically includes a great amount of personal agency: tips and tricks for self-mastery, the ability to parse necessary skills for optimal influence and successful collaboration and leadership. Insights into parsing particular skills or actions for enhanced professional success. Also addresses creating optimal organizational cultures and leading with emotional intelligence.
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