Daniel Goleman

The classic Harvard Business Review articles every manager and aspiring leader should read--and share with their teams--from such bestselling Harvard Business Review authors as Peter Drucker, Clayton Christensen, John Kotter, Daniel Goleman, Jim Collins, Gary Hamel, W. Chan Kim, Renee Mauborgne, and many more. Each compact book represents the most important ideas on management, leadership, and life. Build your professional library and advance your career with these 16 timeless business classics. The HBR Classics Boxed Set includes: Peter Drucker's bestselling "Managing Oneself," "What Makes an Effective Executive," and "The Theory of the Business"; Clayton Christensen's inspiring "How Will You Measure Your Life?"; Daniel Goleman's articles on emotional intelligence--"Leadership That Gets Results" and "What Makes a Leader?"; author of Good to Great Jim Collins's "Turning Goals into Results"; W. Chan Kim and Renee Mauborgne's "Blue Ocean Leadership" and "Red Ocean Traps"; John Kotter's "Managing Your Boss"; Jon Katzenbach and Douglas Smith's "The Discipline of Teams"; Gary Hamel and C. K. Prahalad's "Strategic Intent"; William A. Sahlman's "How to Write a Great Business Plan"; Chris Argyris's "Teaching Smart People How to Learn"; Theodore Levitt's "Marketing Myopia"; Joseph B. Pine's "Do You Want to Keep Your Customers Forever?". The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world--and will have a direct impact on you today and for years to come.

Help your team excel. Go from being a good practitioner to being an extraordinary leader of healthcare professionals. If you read nothing else on leadership, read these articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones for healthcare leaders to help you and your team excel, maximize performance, and live into your mission. Leading experts, such as Thomas H. Lee, Daniel Goleman, Peter F. Drucker, John P. Kotter, and Amy C. Edmondson, provide the insights and advice you need to:Understand the difference between managers and leadersMotivate others to excelCreate successful cross-functional teams on the flyMaintain your identity and values as a clinician as you move into an organizational leadership roleHave an impact not only on your organization but on the surrounding systemWork in complex environments where authority is diffuseLead effectively in times of rapid changeThis collection of articles includes "What Makes a Leader?," by Daniel Goleman; "What Makes an Effective Executive," by Peter F. Drucker; "What Leaders Really Do," by John P. Kotter; "Level 5 Leadership: The Triumph of Humility and Fierce Resolve," by Jim Collins; "The Work of Leadership," by Ronald A. Heifetz and Donald L. Laurie; "Teamwork on the Fly," by Amy C. Edmondson; "Who Has the D? How Clear Decision Roles Enhance Organizational Performance," by Paul Rogers and Marcia Blenko; "In Praise of the Incomplete Leader," by Deborah Ancona, Thomas W. Malone, Wanda J. Orlikowski, and Peter M. Senge; "Using the Balanced Scorecard as a Strategic Management System," by Robert S. Kaplan and David P. Norton; "Health Care's Service Fanatics," by James I. Merlino and Ananth Raman; and "Engaging Doctors in the Health Care Revolution," by Thomas H. Lee and Toby Cosgrove.

Help your team excel. Go from being a good practitioner to being an extraordinary leader of healthcare professionals. If you read nothing else on leadership, read these articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones for healthcare leaders to help you and your team excel, maximize performance, and live into your mission. Leading experts, such as Thomas H. Lee, Daniel Goleman, Peter F. Drucker, John P. Kotter, and Amy C. Edmondson, provide the insights and advice you need to:Understand the difference between managers and leadersMotivate others to excelCreate successful cross-functional teams on the flyMaintain your identity and values as a clinician as you move into an organizational leadership roleHave an impact not only on your organization but on the surrounding systemWork in complex environments where authority is diffuseLead effectively in times of rapid changeThis collection of articles includes "What Makes a Leader?," by Daniel Goleman; "What Makes an Effective Executive," by Peter F. Drucker; "What Leaders Really Do," by John P. Kotter; "Level 5 Leadership: The Triumph of Humility and Fierce Resolve," by Jim Collins; "The Work of Leadership," by Ronald A. Heifetz and Donald L. Laurie; "Teamwork on the Fly," by Amy C. Edmondson; "Who Has the D? How Clear Decision Roles Enhance Organizational Performance," by Paul Rogers and Marcia Blenko; "In Praise of the Incomplete Leader," by Deborah Ancona, Thomas W. Malone, Wanda J. Orlikowski, and Peter M. Senge; "Using the Balanced Scorecard as a Strategic Management System," by Robert S. Kaplan and David P. Norton; "Health Care's Service Fanatics," by James I. Merlino and Ananth Raman; and "Engaging Doctors in the Health Care Revolution," by Thomas H. Lee and Toby Cosgrove.

Develop the mindset and presence to successfully manage others for the first time. If you read nothing else on becoming a new manager, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you transition from being an outstanding individual contributor to a great manager of others. This book will inspire you to: * develop your emotional intelligence * influence your colleagues with the science of persuasion * assess your team and enhance its performance * network effectively to achieve business goals and for personal advancement * navigate relationships with employees, bosses, and peers * get support from above * view the big picture in your decision-making * balance your team's work and personal life in a high-intensity workplace

Develop the mindset and presence to successfully manage others for the first time. If you read nothing else on becoming a new manager, read these 10 articles. We’ve combed through hundreds of Harvard Business Review articles and selected the most important ones to help you transition from being an outstanding individual contributor to becoming a great manager of others. This book will inspire you to:Develop your emotional intelligenceInfluence your colleagues through the science of persuasionAssess your team and enhance its performanceNetwork effectively to achieve business goals and for personal advancementNavigate relationships with employees, bosses, and peersGet support from aboveView the big picture in your decision makingBalance your team’s work and personal life in a high-intensity workplaceThis collection of articles includes “Becoming the Boss,” by Linda A. Hill; “Leading the Team You Inherit,” by Michael D. Watkins; “Saving Your Rookie Managers from Themselves,” by Carol A. Walker; “Managing the High-Intensity Workplace,” by Erin Reid and Lakshmi Ramarajan; “Harnessing the Science of Persuasion,” Robert B. Cialdini; “What Makes a Leader?” by Daniel Goleman; “The Authenticity Paradox,” by Herminia Ibarra; “Managing Your Boss,” by John J. Gabarro and John P. Kotter; “How Leaders Create and Use Networks,” by Herminia Ibarra and Mark Lee Hunter; “Management Time: Who’s Got the Monkey?” by William Oncken, Jr., and Donald L. Wass; and BONUS ARTICLE: “How Managers Become Leaders,” by Michael D. Watkins. HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever-changing business environment.

Timeless advice from the pages of Harvard Business ReviewYou want the most important ideas on management all in one place. Now you can have them--in a set of HBR's 10 Must Reads. We've combed through hundreds of Harvard Business Review articles on strategy, change leadership, managing people, and managing yourself and selected the most important ones to help you maximize your performance. This six-title collection includes only the most critical articles from the world's top management experts, curated from Harvard Business Review's rich archives. We've done the work of selecting them so you won’t have to. These books are packed with enduring advice from the best minds in business such as: Michael Porter, Clayton Christensen, Peter Drucker, John Kotter, Daniel Goleman, Jim Collins, Ted Levitt, Gary Hamel, W. Chan Kim, Renee Mauborgne and much more. The HBR's 10 Must Reads Boxed Set includes:HBR's 10 Must Reads: The EssentialsThis book brings together the best thinking from management's most influential experts. Once you've read these definitive articles, you can delve into each core topic the series explores: managing yourself, managing people, leadership, strategy, and change management. HBR's 10 Must Reads on Managing YourselfThe path to your professional success starts with a critical look in the mirror. Here's how to stay engaged throughout your 50-year work life, tap into your deepest values, solicit candid feedback, replenish your physical and mental energy, and rebound from tough times. This book includes the bonus article "How Will You Measure Your Life?" by Clayton M. Christensen. HBR's 10 Must Reads on Managing PeopleManaging your employees is fraught with challenges, even if you're a seasoned pro. Boost their performance by tailoring your management styles to their temperaments, motivating with responsibility rather than money, and fostering trust through solicited input. This book includes the bonus article "Leadership That Gets Results," by Daniel Goleman. HBR's 10 Must Reads on LeadershipAre you an extraordinary leader--or just a good manager? Learn how to motivate others to excel, build your team's confidence, set direction, encourage smart risk-taking, credit others for your success, and draw strength from adversity. This book includes the bonus article "What Makes an Effective Executive," by Peter F. Drucker. HBR's 10 Must Reads on StrategyIs your company spending too much time on strategy development, with too little to show for it? Discover what it takes to distinguish your company from rivals, clarify what it will (and won't) do, create blue oceans of uncontested market space, and make your priorities explicit so employees can realize your vision. This book includes the bonus article "What Is Strategy?" by Michael E. Porter. HBR's 10 Must Reads on Change ManagementMost companies' change initiatives fail--but yours can beat the odds. Learn how to overcome addiction to the status quo, establish a sense of urgency, mobilize commitment and resources, silence naysayers, minimize the pain of change, and motivate change even when business is good. This book includes the bonus article 'Leading Change," by John P. Kotter. About the HBR's 10 Must Reads Series:HBR's 10 Must Reads series is the definitive collection of ideas and best practices for aspiring and experienced leaders alike. These books offer essential reading selected from the pages of Harvard Business Review on topics critical to the success of every manager. Each book is packed with advice and inspiration from the best minds in business.

Novinka ot legendarnogo Deniela Goulmana, avtora mirovogo bestsellera "Emotsionalnyj intellekt". Korotko, dostupno i s jumorom: vy uznaete bazovye printsipy raboty chelovecheskogo mozga i nauchites effektivno primenjat eti znanija v realnoj zhizni. Vsjo, chto nuzhno znat ob emotsionalnom intellekte i ego primenenii, chtoby dostigat tselej, upravljaja ljudmi. Kazhdomu uspeshnomu cheloveku neobkhodimo umet ponimat i ispolzovat emotsii, chtoby vlijat na ljudej i upravljat imi. V etoj knige legendarnyj psikholog Deniel Goulman - dvukratnyj nominant na Pulittserovskuju premiju, avtor bestsellerov i osnovopolozhnik teorii emotsionalnogo intellekta - vmeste so svoimi kollegami objasnjaet, kak emotsionalnyj intellekt rabotaet na praktike. Zdes podrobno i dostupno rassmatrivajutsja 12 kompetentsij, kotorye pomogut poluchit povyshenie, stat effektivnym sotrudnikom ili vydajuschimsja liderom, - ot samokontrolja i empatii do upravlenija konfliktami i umenija vdokhnovljat. Vy uznaete, chto eto za kompetentsii, pochemu oni vazhny, kak imi ovladet i effektivno primenjat na rabote i v zhizni. Esli zapechatlet vzaimodejstvie ljudej, kotorye nakhodjatsja v garmonii, i posmotret zapis bez zvuka, vy uvidite, kak ikh tela rabotajut slazhenno, slovno v tantse. Eto proiskhodit iz-za togo, chto zhesty sinkhronizirujutsja: kogda odin chelovek ulybaetsja, drugoj nevolno delaet to zhe samoe. Dlja rukovoditelej i menedzherov ljubogo urovnja. Dlja poklonnikov Goulmana. Dlja interesujuschikhsja psikhologiej, rabotoj mozga, ponimaniem svoikh i chuzhikh emotsij, vlijaniem na ljudej. Ja videl, kak ljudi vykhodili s seminarov so slezami na glazakh, govorja: "Teper mne jasno, pochemu sotrudniki menja nedoljublivajut. Ljudi, kotorykh ja edva znaju, zametili vo mne to, chego ne zamechal ja sam".

Develop the most important skill for leadership success. If you read nothing else on emotional intelligence, read this book. We've chosen a new selection of current and classic Harvard Business Review articles that will help you build the people skills you need to thrive, strengthen your resilience and self-awareness, and adapt your leadership style for any situation. This book will inspire you to: Discover your authentic sense of self Become more mindful and present at work Help your team become more emotionally intelligent Build optimism and openness to change Learn from tough criticism Foster a culture of empathy and belonging This collection of articles includes "What Makes a Leader?," by Daniel Goleman; "The Leadership Odyssey," by Herminia Ibarra, Claudius A. Hildebrand, and Sabine Vinck; "The New Rules of Executive Presence," by Sylvia Ann Hewlett; "The C-Suite Skills That Matter Most," by Raffaella Sadun, Joseph B. Fuller, Stephen Hansen, and PJ Neal; "Mindfulness for People Who Are Too Busy to Meditate," by Maria Gonzalez; "Emotional Agility," by Susan David and Christina Congleton; "What Self-Awareness Really Is (and How to Cultivate It)," by Tasha Eurich; "What Makes an 'Authentic' Leader?," an interview with Herminia Ibarra by Sarah Green Carmichael; "Building the Emotional Intelligence of Groups," by Vanessa Urch Druskat and Steven B. Wolff; "Fostering a Culture of Belonging in the Hybrid Workplace," by Tomas Chamorro-Premuzic and Katarina Berg; "Find the Coaching in Criticism," by Sheila Heen and Douglas Stone; "To Build Your Resilience, Ask Yourself Two Simple Questions," by Srikumar Rao; "How to Sustain Your Empathy in Difficult Times," by Jamil Zaki; and "Don't Let Power Corrupt You," by Dacher Keltner. HBR's 10 Must Reads are definitive collections of classic ideas, practical advice, and essential thinking from the pages of Harvard Business Review. Exploring topics like disruptive innovation, emotional intelligence, and new technology in our ever-evolving world, these books empower any leader to make bold decisions and inspire others. This Updated and Expanded edition features new, breakthrough articles, additional short-form pieces, and a detailed discussion guide to give you and your team the tools you need for sustained success.

Bring out their best. If you read nothing else on managing people, read this book. We've chosen a new selection of current and classic Harvard Business Review articles that will help you earn your people's trust, build successful teams, and coach employees to help them reach their potential. This book will inspire you to: Balance the competing priorities of managing both up and down Identify the most common sources of conflict—and learn how to resolve them Fine-tune your management style using emotional intelligence Navigate the challenges of dispersed and hybrid teams Cultivate high engagement without overwork or burnout Find—and keep—the best people This collection of articles includes: "Leadership That Gets Results," by Daniel Goleman; "The Power of Small Wins," by Teresa M. Amabile and Steven J. Kramer; "The Leader as Coach," by Herminia Ibarra and Anne Scoular; "Superbosses Aren't Afraid to Delegate Their Biggest Decisions," by Sydney Finkelstein; "The Set-Up-to-Fail Syndrome," by Jean-Francois Manzoni and Jean-Louis Barsoux; "The Overcommitted Organization," by Mark Mortensen and Heidi K. Gardner; "Global Teams That Work," by Tsdeal Neeley; "Four Types of Team Conflict—and How to Resolve Them," by Randall S. Peterson, Priti Pradhan Shah, Amanda J. Ferguson, and Stephen L. Jones; "Why Employees Quit," by Ethan Bernstein, Michael B. Horn, and Bob Moesta; "The Feedback Fallacy," by Marcus Buckingham and Ashley Goodall; "To Excel, Diverse Teams Need Psychological Safety," by Henrik Bresman and Amy C. Edmondson; "Managers Can't Do It All," by Diane Gherson and Lynda Gratton; "Are You a Good Boss—or a Great One?" by Linda A. Hill and Kent Lineback. HBR's 10 Must Reads are definitive collections of classic ideas, practical advice, and essential thinking from the pages of Harvard Business Review. Exploring topics like disruptive innovation, emotional intelligence, and new technology in our ever-evolving world, these books empower any leader to make bold decisions and inspire others. This Updated and Expanded edition features new, breakthrough articles, additional short-form pieces, and a detailed discussion guide to give you and your team the tools you need for sustained success.

La ciencia revela c mo la meditaci n transforma la mente, el cerebro y el cuerpo. En los ltimos veinte a os, la meditaci n y la atenci n plena se han convertido en una especie de soluci n para todo, tanto para bajar de peso como para mejorar las relaciones personales o para lograr mayor eficiencia. Pero, qu hay de realidad en esto? De qu manera se distorsionan datos para vender m todos de entrenamiento mental? Qu pueden ofrecernos verdaderamente las t cnicas de meditaci n? C mo obtener el mayor beneficio para nuestra mente, nuestro cerebro y nuestro cuerpo?. En este libro se describen las investigaciones m s avanzadas sobre el tema, que aplicadas a desarrollar una variedad m s amplia de pr cticas permitir n lograr los mejores resultados. No obstante, para alcanzar ese alt simo nivel de transformaci n positiva no bastan peque as dosis diarias de meditaci n. Es necesaria una dedicaci n prolongada, que incluye ingredientes fundamentales -como la gu a experta de un maestro y una actitud de menor apego al "yo"- que las versiones de entrenamiento mental m s difundidas pasan por alto. Con el objetivo de erradicar las falsas ideas y la neuromitolog a, Daniel Goleman y Richard Davidson nos muestran que -m s all de los estados placenteros que los ejercicios mentales provocan- el aut ntico resultado beneficioso de estas pr cticas reside en que de ellas pueden surgir rasgos perdurables de la personalidad. Y nos invitan a imaginar qu suceder a si, transformando nuestra mente, mejoraran no solo nuestra salud y nuestro bienestar, sino tambi n los de nuestra comunidad y los del mundo entero. ENGLISH DESCRIPTION Two New York Times-bestselling authors unveil new research showing what meditation can really do for the brain. In the last twenty years, meditation and mindfulness have gone from being kind of cool to becoming an omnipresent Band-Aid for fixing everything from your weight to your relationship to your achievement level. Unveiling here the kind of cutting-edge research that has made them giants in their fields, Daniel Goleman and Richard Davidson show us the truth about what meditation can really do for us, as well as exactly how to get the most out of it. Sweeping away common misconceptions and neuromythology to open readers' eyes to the ways data has been distorted to sell mind-training methods, the authors demonstrate that beyond the pleasant states mental exercises can produce, the real payoffs are the lasting personality traits that can result. But short daily doses will not get us to the highest level of lasting positive change--even if we continue for years--without specific additions. More than sheer hours, we need smart practice, including crucial ingredients such as targeted feedback from a master teacher and a more spacious, less attached view of the self, all of which are missing in widespread versions of mind training. The authors also reveal the latest data from Davidson's own lab that point to a new methodology for developing a broader array of mind-training methods with larger implications for how we can derive the greatest benefits from the practice. Exciting, compelling, and grounded in new research, this is one of those rare books that has the power to change us at the deepest level.

Develop the most important skill for leadership success. If you read nothing else on emotional intelligence, read this book. We've chosen a new selection of current and classic Harvard Business Review articles that will help you build the people skills you need to thrive, strengthen your resilience and self-awareness, and adapt your leadership style for any situation. This book will inspire you to: Discover your authentic sense of self Become more mindful and present at work Help your team become more emotionally intelligent Build optimism and openness to change Learn from tough criticism Foster a culture of empathy and belonging This collection of articles includes "What Makes a Leader?," by Daniel Goleman; "The Leadership Odyssey," by Herminia Ibarra, Claudius A. Hildebrand, and Sabine Vinck; "The New Rules of Executive Presence," by Sylvia Ann Hewlett; "The C-Suite Skills That Matter Most," by Raffaella Sadun, Joseph B. Fuller, Stephen Hansen, and PJ Neal; "Mindfulness for People Who Are Too Busy to Meditate," by Maria Gonzalez; "Emotional Agility," by Susan David and Christina Congleton; "What Self-Awareness Really Is (and How to Cultivate It)," by Tasha Eurich; "What Makes an 'Authentic' Leader?," an interview with Herminia Ibarra by Sarah Green Carmichael; "Building the Emotional Intelligence of Groups," by Vanessa Urch Druskat and Steven B. Wolff; "Fostering a Culture of Belonging in the Hybrid Workplace," by Tomas Chamorro-Premuzic and Katarina Berg; "Find the Coaching in Criticism," by Sheila Heen and Douglas Stone; "To Build Your Resilience, Ask Yourself Two Simple Questions," by Srikumar Rao; "How to Sustain Your Empathy in Difficult Times," by Jamil Zaki; and "Don't Let Power Corrupt You," by Dacher Keltner. HBR's 10 Must Reads are definitive collections of classic ideas, practical advice, and essential thinking from the pages of Harvard Business Review. Exploring topics like disruptive innovation, emotional intelligence, and new technology in our ever-evolving world, these books empower any leader to make bold decisions and inspire others. This Updated and Expanded edition features new, breakthrough articles, additional short-form pieces, and a detailed discussion guide to give you and your team the tools you need for sustained success.

Set ambitious goals—and achieve them. If you read nothing else on high performance, read this book. We've chosen a new selection of current and classic Harvard Business Review articles that will help you build on your strengths, assemble a network that supports your development, and achieve extraordinary results. This book will inspire you to: Activate your leadership mindset Cultivate habits to crush your goals Manage your energy and attention Get the feedback you need to continue to grow Share your expertise to help others learn Use strategic thinking to clarify what truly matters This collection of articles includes "The Focused Leader," by Daniel Goleman; "Nine Things Successful People Do Differently," by Heidi Grant; "The Right Way to Form New Habits," an interview with James Clear by Alison Beard; "Use a 10-Minute Diary to Stay on Track," by Teresa M. Amabile and Steven J. Kramer; "How to Play to Your Strengths," by Laura Morgan Roberts, Gretchen M. Spreitzer, Jane E. Dutton, Robert E. Quinn, Emily Heaphy, and Brianna Barker Caza; "Get the Actionable Feedback You Need to Get Promoted," by Sabina Nawaz; "Making Yourself Indispensable," by John H. Zenger, Joseph Folkman, and Scott K. Edinger; "The Art of Asking Smarter Questions," by Arnaud Chevallier, Frédéric Dalsace, and Jean-Louis Barsoux; "A Smarter Way to Network," by Rob Cross and Robert J. Thomas; "Beat Generosity Burnout," by Adam Grant and Reb Rebele; "The Talent Curse," by Jennifer Petriglieri and Gianpiero Petriglieri; "Sleep Well, Lead Better," by Christopher M. Barnes; "Leading in the Flow of Work," by Hitendra Wadhwa; "When Your High Standards Derail Your Success," by Anne Sugar and Karen Walker; and "Use Strategic Thinking to Create the Life You Want," by Rainer Strack, Susanne Dyrchs, and Allison Bailey. HBR's 10 Must Reads are definitive collections of classic ideas, practical advice, and essential thinking from the pages of Harvard Business Review. Exploring topics like disruptive innovation, emotional intelligence, and new technology in our ever-evolving world, these books empower any leader to make bold decisions and inspire others. This Updated and Expanded edition features new, breakthrough articles, additional short-form pieces, and a detailed discussion guide to give you and your team the tools you need for sustained success.

Bring out their best. If you read nothing else on managing people, read this book. We've chosen a new selection of current and classic Harvard Business Review articles that will help you earn your people's trust, build successful teams, and coach employees to help them reach their potential. This book will inspire you to: Balance the competing priorities of managing both up and down Identify the most common sources of conflict—and learn how to resolve them Fine-tune your management style using emotional intelligence Navigate the challenges of dispersed and hybrid teams Cultivate high engagement without overwork or burnout Find—and keep—the best people This collection of articles includes: "Leadership That Gets Results," by Daniel Goleman; "The Power of Small Wins," by Teresa M. Amabile and Steven J. Kramer; "The Leader as Coach," by Herminia Ibarra and Anne Scoular; "Superbosses Aren't Afraid to Delegate Their Biggest Decisions," by Sydney Finkelstein; "The Set-Up-to-Fail Syndrome," by Jean-Francois Manzoni and Jean-Louis Barsoux; "The Overcommitted Organization," by Mark Mortensen and Heidi K. Gardner; "Global Teams That Work," by Tsdeal Neeley; "Four Types of Team Conflict—and How to Resolve Them," by Randall S. Peterson, Priti Pradhan Shah, Amanda J. Ferguson, and Stephen L. Jones; "Why Employees Quit," by Ethan Bernstein, Michael B. Horn, and Bob Moesta; "The Feedback Fallacy," by Marcus Buckingham and Ashley Goodall; "To Excel, Diverse Teams Need Psychological Safety," by Henrik Bresman and Amy C. Edmondson; "Managers Can't Do It All," by Diane Gherson and Lynda Gratton; "Are You a Good Boss—or a Great One?" by Linda A. Hill and Kent Lineback. HBR's 10 Must Reads are definitive collections of classic ideas, practical advice, and essential thinking from the pages of Harvard Business Review. Exploring topics like disruptive innovation, emotional intelligence, and new technology in our ever-evolving world, these books empower any leader to make bold decisions and inspire others. This Updated and Expanded edition features new, breakthrough articles, additional short-form pieces, and a detailed discussion guide to give you and your team the tools you need for sustained success.

From a pioneer of "team emotional intelligence" comes a practical guide for building high-performing teams. Great teams can sometimes feel like magic. So much so that it can be hard to pin down why they work so well. But such dynamics are explainable—and replicable. And at their heart is emotional intelligence. While much has been written about the power of emotional intelligence at the individual level, little has been said about the benefits of this concept for groups. And it's not as simple as putting a number of emotionally intelligent people together and expecting them to work cohesively. Instead, leaders need to build a team culture around agreed-upon norms and habits. In this book, social and organizational psychologist and professor Vanessa Urch Druskat combines thirty years of research and team development to present a model for building and leading emotionally intelligent teams. She offers practical advice on how to build a team where members:Help one another succeed through understanding, caring, and feedbackLearn and advance together by reviewing team processes, supporting personal expression, building optimism, and solving problems proactivelyEngage stakeholders by building an understanding of the team's impact and developing external relationshipsIn reading The Emotionally Intelligent Team, leaders and aspiring leaders alike will learn how to develop a strong team culture that motivates and sustains successful collaboration and high performance.

Odnim iz virishalnikh skladnikiv optimalnogo stanu ljudini je usvidomlene stavlennja do emotsij, tobto emotsijnij intelekt. Same vin dopomagaje realizovuvati nashi mozhlivosti j otrimuvati zadovolennja vid togo, scho robish, ne piddajuchi sebe postijnomu priskiplivomu otsinjuvannju. Tsja knizhka gruntujetsja na doslidzhennjakh, de sotni ljudej opisuvali vnutrishnij mekhanizm togo, jak stvorjujut sobi produktivnij den. Deniel Goulman i Keri Cherniss pokazujut, jak rozvitok emotsijnogo intelektu staje kljuchem do zdorovoji produktivnosti, kraschoji komunikatsiji ta empatichnogo liderstva, sprijaje efektivnosti komand ta innovatsijnim prorivam, zbilshuje adaptivnist i gnuchkist ljudej ta organizatsij u stresovikh situatsijakh. Jakscho vi rozbudovujete kompaniju iz suchasnoju korporativnoju kulturoju, pragnete buti jakisno produktivnishim na roboti j udoma, "Optimum" - same ta knizhka, z jakoju vi vijdete na novij riven. Perekladach Natalja Koshmanenko

There are moments when we achieve peak performance: an athlete plays a perfect game; a business has a quarter with once-in-a-lifetime profits. But these moments are often fleeting, and for every amazing day, we may have a hundred ordinary and even unsatisfying ones. Fulfillment doesn’t come from isolated peak experiences, or elusive ‘flow’ states, 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.

«La inteligencia emocional es una manera distinta de ser inteligente, es la clave para tener un alto desempe o en todos los niveles y, en especial, para implementar un liderazgo sobresaliente. Daniel Goleman, autor del bestseller La inteligencia emocional, y Richard Boyatzis desarrollaron el Modelo de Competencias de Liderazgo de Inteligencia Emocional y Social. Este modelo cuenta con 12 competencias y evidencia que si un l der tiene de seis a diez de estas habilidades puede ejercer un liderazgo inspirador y generar un clima positivo en su grupo de trabajo, lo que da como resultado un gran n mero de beneficios tanto en la producci n y eficiencia como en las relaciones interpersonales de su equipo. En cambio, si solo se tienen tres o menos competencias, el liderazgo suele ser de tipo coercitivo sin buenos resultados a largo plazo. Qui n no desea sentirse en plenitud en su trabajo? Qu l der no busca que sus colaboradores se sientan identificados con su organizaci n? Tener m s o menos de estas competencias hace toda la diferencia. Este libro, escrito por Daniel Goleman junto con expertos en inteligencia emocional, aborda cada una de estas 12 competencias, con el fin de dar las claves para reconocerlas y desarrollarlas de manera pr ctica, lo que otorga un tesoro invaluable para l deres, empresas y todo tipo de organizaciones que deseen beneficiarse de las muchas virtudes de la inteligencia emocional. ENGLISH DESCRIPTION "Emotional intelligence, a different way of being smart, is a key to high performance at all levels, particularly for outstanding leadership." Daniel Goleman, bestselling author of Emotional Intelligence, and Richard Boyatzis developed the Emotional and Social Intelligence Leadership Competency Model. The model includes 12 elements, or competencies. Leaders who master between six and ten of them, Goleman and Boyatzis have found, impart inspiring leadership and generate a positive work environment that leads to improved productivity, efficiency and interpersonal relationships. Leaders with three or less of these core skills, in contrast, tend to rely on coercive tactics that are unlikely to yield positive long-term results. Who doesn't want to feel fulfilled by their work? What leader doesn't do his or her best to ensure that employees feel a sense of belonging with their organization? Mastering these competencies makes all the difference. For this book, Goleman has consulted with experts in emotional intelligence to explain all 12 competencies, along with practical ways to recognize and develop them. The result is an invaluable tool for leaders, companies and all organizations interested in the reaping the many benefits of emotional intelligence.