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Is it's a magic pill that will instantaneously transform you into a better version of yourself? Of course not. It did, however, give me plenty to think about along with a set of simple tools that I use regularly to the point that some have now become habits.
By the looks of my copy An incredible book. By the looks of my copy, you would think it was a text book from a class I just finished! Ink in all the margins and dog-eared throughout. I picked up a copy on my way out for a cross country flight with lots of time to read. Boy was I wrong. And reading it once will not be enough. It holds true to the standard to teach me something and now turn my notes into actions. The story and commentary reveal the "egosystem" framework developed and taught by Hughes and the Learning as Leadership organization.
I liked the vulnerability that Black shows as he describes his struggles and his realization of the role he plays in his company's dysfunction. I also found Hughes' descriptions and explanations especially real and related to my "egosystem. I recommend this book to anyone who want to get control over his or her hot buttons.
They can be the keys to unlock your egosystem and start a journey to freedom! Great lesson about how our ego can stop us from being the leader we are capable of being. I highly suggest this book for all leaders in any profession. Also, suggest you look into the Personal Mastery Seminars that the author Shayne Hughes conducts in his company Learning as Leadership. This book touches on many of the challenges senior leaders face today.
How do you build trust while allowing team members to be candid? How do you get teams to feel safe while exposing vulnerabilities? And so much more! I participated in the We Lead version of the training mentioned in the book. It was transformational for me both personally and professionally. I was there for the corporate transformation. It was a great time to be part of the team. I thank Brandon Black and team for the opportunity to grow with them. See all reviews.
Top reviews from other countries. Translate all reviews to English. Easy read, very light and conversational. There were a few great bits but generally it felt too long for the ideas covered. I like and agree with many concepts, such as watching and studying for ego driven behaviour and being authentic, yet this is not the book I would gift to friends or colleagues. Report abuse. Uno de mis nuevos libros favoritos. Report abuse Translate review to English. Your recently viewed items and featured recommendations.
Back to top. Get to Know Us. Make Money with Us. Amazon Payment Products. Let Us Help You. And, no matter what field we work in currently, they measure the traits that are crucial to our marketability for future jobs. These rules have little to do with what we were told was important in school; academic abilities are largely irrelevant to this standard.
The new measure takes for granted having enough intellectual ability and technical know-how to do our jobs; it focuses instead on personal qualities, such as initiative and empathy, adaptability and persuasiveness. This is no passing fad, nor just the management nostrum of the moment. The data that argue for taking it seriously are based on studies of tens of thousands of working people, in callings of every kind.
The research distills with unprecedented precision which qualities mark a star performer. And it demonstrates which human abilities make up the greater part of the ingredients for excellence at work—most especially for leadership. If you work in a large organization, even now you are probably being evaluated in terms of these capabilities, though you may not know it.
If you are applying for a job, you are likely to be scrutinized through this lens, though, again, no one will tell you so explicitly. Whatever your job, understanding how to cultivate these capabilities can be essential for success in your career. If you are part of a management team, you need to consider whether your organization fosters these competencies or discourages them. To the degree your organizational climate nourishes these competencies, your organization will be more effective and productive.
You will maximize your group's intelligence, the synergistic interaction of every person's best talents.
If you work for a small organization or for yourself, your ability to perform at peak depends to a very great extent on your having these abilities—though almost certainly you were never taught them in school. Even so, your career will depend, to a greater or lesser extent, on how well you have mastered these capacities. In a time with no guarantees of job security, when the very concept of a "job" is rapidly being replaced by "portable skills," these are prime qualities that make and keep us employable.
Talked about loosely for decades under a variety of names, from "character" and "personality" to "soft skills" and "competence," there is at last a more precise understanding of these human talents, and a new name for them: emotional intelligence.
A Different Way of Being Smart "I had the lowest cumulative grade point average ever in my engineering school," the codirector of a consulting firm tells me.
And that's what I find to be true in the world of work. In my book Emotional Intelligence, my focus was primarily on education, though a short chapter dealt with implications for work and organizational life. What caught me by utter surprise—and delighted me—was the flood of interest from the business community.
Responding to a tidal wave of letters and faxes, e-mails and phone calls, requests to speak and consult, I found myself on a global odyssey, talking to thousands of people, from CEOs to secretaries, about what it means to bring emotional intelligence to work. That research was part of an early challenge to the IQ mystique—the false but widely embraced notion that what matters for success is intellect alone.
This work helped spawn what has now become a mini-industry that analyzes the actual competencies that make people successful in jobs and organizations of every kind, and the findings are astonishing: IQ takes second position to emotional intelligence in determining outstanding job performance.
Analyses done by dozens of different experts in close to five hundred corporations, government agencies, and nonprofit organizations worldwide have arrived independently at remarkably similar conclusions, and their findings are particularly compelling because they avoid the biases or limits inherent in the work of a single individual or group.
Their conclusions all point to the paramount place of emotional intelligence in excellence on the job--in virtually any job. Some Misconceptions As I've toured the world talking and consulting with people in business, I've encountered certain widespread misunderstandings about emotional intelligence.
Let me clear up some of the most common at the outset. First, emotional intelligence does not mean merely "being nice. Second, emotional intelligence does not mean giving free rein to feelings—"letting it all hang out. Also, women are not "smarter" than men when it comes to emotional intelligence, nor are men superior to women. Each of us has a personal profile of strengths and weaknesses in these capacities.
Some of us may be highly empathic but lack some abilities to handle our own distress; others may be quite aware of the subtlest shift in our own moods, yet be inept socially. It is true that men and women as groups tend to have a shared, gender-specific profile of strong and weak points. An analysis of emotional intelligence in thousands of men and women found that women, on average, are more aware of their emotions, show more empathy, and are more adept interpersonally.
Men, on the other hand, are more self-confident and optimistic, adapt more easily, and handle stress better. In general, however, there are far more similarities than differences. Some men are as empathic as the most interpersonally sensitive women, while some women are every bit as able to withstand stress as the most emotionally resilient men. Indeed, on average, looking at the overall ratings for men and women, the strengths and weaknesses average out, so that in terms of total emotional intelligence, there are no sex differences.
Finally, our level of emotional intelligence is not fixed genetically, nor does it develop only in early childhood. Unlike IQ, which changes little after our teen years, emotional intelligence seems to be largely learned, and it continues to develop as we go through life and learn from our experiences—our competence in it can keep growing.
In fact, studies that have tracked people's level of emotional intelligence through the years show that people get better and better in these capabilities as they grow more adept at handling their own emotions and impulses, at motivating themselves, and at honing their empathy and social adroitness.
There is an old-fashioned word for this growth in emotional intelligence: maturity. Why This Matters Now At a California biotech start-up, the CEO proudly enumerated the features that made his organization state-of-the-art: No one, including him, had a fixed office; instead, everyone carried a small laptop—their mobile office—and was wired to everyone else. Job titles were irrelevant; employees worked in cross-functional teams and the place bubbled with creative energy.
People routinely put in seventy- and eighty-hour work weeks. And that was the fallacy. Once I was free to talk with staff members, I heard the truth: The hectic pace had people feeling burned out and robbed of their private lives. And though everyone could talk via computer to everyone else, people felt that no one was truly listening to them. People desperately felt the need for connection, for empathy, for open communication.
In the new, stripped-down, every-job-counts business climate, these human realities will matter more than ever. Massive change is a constant; technical innovations, global competition, and the pressures of institutional investors are ever-escalating forces for flux.
Another reality makes emotional intelligence ever more crucial: As organizations shrink through waves of downsizing, those people who remain are more accountable—and more visible. Where earlier a midlevel employee might easily hide a hot temper or shyness, now competencies such as managing one's emotions, handling encounters well, teamwork, and leadership, show—and count--more than ever.
The globalization of the workforce puts a particular premium on emotional intelligence in wealthier countries. Higher wages in these countries, if they are to be maintained, will depend on a new kind of productivity. And structural fixes or technological advances alone are not enough: As at the California biotech firm, streamlining or other innovations often create new problems that cry out for even greater emotional intelligence.
As business changes, so do the traits needed to excel. Data tracking the talents of star performers over several decades reveal that two abilities that mattered relatively little for success in the s have become crucially important in the s: team building and adapting to change.
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Responding to a tidal wave of letters and faxes, e-mails and phone calls, requests to speak and consult, I found myself on a global odyssey, talking to thousands of people, from CEOs to secretaries, about what it means to bring emotional intelligence to work. That research was part of an early challenge to the IQ mystique—the false but widely embraced notion that what matters for success is intellect alone.
This work helped spawn what has now become a mini-industry that analyzes the actual competencies that make people successful in jobs and organizations of every kind, and the findings are astonishing: IQ takes second position to emotional intelligence in determining outstanding job performance. Analyses done by dozens of different experts in close to five hundred corporations, government agencies, and nonprofit organizations worldwide have arrived independently at remarkably similar conclusions, and their findings are particularly compelling because they avoid the biases or limits inherent in the work of a single individual or group.
Their conclusions all point to the paramount place of emotional intelligence in excellence on the job--in virtually any job. Some Misconceptions As I've toured the world talking and consulting with people in business, I've encountered certain widespread misunderstandings about emotional intelligence. Let me clear up some of the most common at the outset.
First, emotional intelligence does not mean merely "being nice. Second, emotional intelligence does not mean giving free rein to feelings—"letting it all hang out. Also, women are not "smarter" than men when it comes to emotional intelligence, nor are men superior to women.
Each of us has a personal profile of strengths and weaknesses in these capacities. Some of us may be highly empathic but lack some abilities to handle our own distress; others may be quite aware of the subtlest shift in our own moods, yet be inept socially.
It is true that men and women as groups tend to have a shared, gender-specific profile of strong and weak points. An analysis of emotional intelligence in thousands of men and women found that women, on average, are more aware of their emotions, show more empathy, and are more adept interpersonally. Men, on the other hand, are more self-confident and optimistic, adapt more easily, and handle stress better.
In general, however, there are far more similarities than differences. Some men are as empathic as the most interpersonally sensitive women, while some women are every bit as able to withstand stress as the most emotionally resilient men. Indeed, on average, looking at the overall ratings for men and women, the strengths and weaknesses average out, so that in terms of total emotional intelligence, there are no sex differences. Finally, our level of emotional intelligence is not fixed genetically, nor does it develop only in early childhood.
Unlike IQ, which changes little after our teen years, emotional intelligence seems to be largely learned, and it continues to develop as we go through life and learn from our experiences—our competence in it can keep growing. In fact, studies that have tracked people's level of emotional intelligence through the years show that people get better and better in these capabilities as they grow more adept at handling their own emotions and impulses, at motivating themselves, and at honing their empathy and social adroitness.
There is an old-fashioned word for this growth in emotional intelligence: maturity. Why This Matters Now At a California biotech start-up, the CEO proudly enumerated the features that made his organization state-of-the-art: No one, including him, had a fixed office; instead, everyone carried a small laptop—their mobile office—and was wired to everyone else.
Job titles were irrelevant; employees worked in cross-functional teams and the place bubbled with creative energy. People routinely put in seventy- and eighty-hour work weeks. And that was the fallacy. Once I was free to talk with staff members, I heard the truth: The hectic pace had people feeling burned out and robbed of their private lives.
And though everyone could talk via computer to everyone else, people felt that no one was truly listening to them. People desperately felt the need for connection, for empathy, for open communication. In the new, stripped-down, every-job-counts business climate, these human realities will matter more than ever. Massive change is a constant; technical innovations, global competition, and the pressures of institutional investors are ever-escalating forces for flux.
Another reality makes emotional intelligence ever more crucial: As organizations shrink through waves of downsizing, those people who remain are more accountable—and more visible. Where earlier a midlevel employee might easily hide a hot temper or shyness, now competencies such as managing one's emotions, handling encounters well, teamwork, and leadership, show—and count--more than ever.
The globalization of the workforce puts a particular premium on emotional intelligence in wealthier countries. Higher wages in these countries, if they are to be maintained, will depend on a new kind of productivity. And structural fixes or technological advances alone are not enough: As at the California biotech firm, streamlining or other innovations often create new problems that cry out for even greater emotional intelligence.
As business changes, so do the traits needed to excel. Data tracking the talents of star performers over several decades reveal that two abilities that mattered relatively little for success in the s have become crucially important in the s: team building and adapting to change.
And entirely new capabilities have begun to appear as traits of star performers, notably change catalyst and leveraging diversity. New challenges demand new talents. The reasons include better nutrition, more children completing more schooling, computer games and puzzles that help children master spatial skills, and smaller family size which generally correlates with higher IQ scores in children.
There is a dangerous paradox at work, however: As children grow ever smarter in IQ, their emotional intelligence is on the decline. Perhaps the most disturbing single piece of data comes from a massive survey of parents and teachers that shows the present generation of children to be more emotionally troubled than the last.
On average, children are growing more lonely and depressed, more angry and unruly, more nervous and prone to worry, more impulsive and aggressive. Two random samples of American children, age seven to sixteen, were evaluated by their parents and teachers—adults who knew them well. The first group was assessed in the mids, and a comparable group was surveyed in the late s. Over that decade and a half there was a steady worsening of children's emotional intelligence.
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No delivery available. To be collected in Lamentin. To be collected in Lamentin Table I picked up a copy on my way out for a cross country flight with lots of time to read.
Boy was I wrong. And reading it once will not be enough. It holds true to the standard to teach me something and now turn my notes into actions. The story and commentary reveal the "egosystem" framework developed and taught by Hughes and the Learning as Leadership organization.
I liked the vulnerability that Black shows as he describes his struggles and his realization of the role he plays in his company's dysfunction. I also found Hughes' descriptions and explanations especially real and related to my "egosystem. I recommend this book to anyone who want to get control over his or her hot buttons.
They can be the keys to unlock your egosystem and start a journey to freedom! Great lesson about how our ego can stop us from being the leader we are capable of being. I highly suggest this book for all leaders in any profession. Also, suggest you look into the Personal Mastery Seminars that the author Shayne Hughes conducts in his company Learning as Leadership.
This book touches on many of the challenges senior leaders face today. How do you build trust while allowing team members to be candid? How do you get teams to feel safe while exposing vulnerabilities? And so much more! I participated in the We Lead version of the training mentioned in the book. It was transformational for me both personally and professionally. I was there for the corporate transformation. It was a great time to be part of the team.
I thank Brandon Black and team for the opportunity to grow with them. See all reviews. Top reviews from other countries. Translate all reviews to English. Easy read, very light and conversational.
There were a few great bits but generally it felt too long for the ideas covered. I like and agree with many concepts, such as watching and studying for ego driven behaviour and being authentic, yet this is not the book I would gift to friends or colleagues. Report abuse. Uno de mis nuevos libros favoritos. Report abuse Translate review to English. Your recently viewed items and featured recommendations. Back to top.
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Publication date. January 1, See all details. Next page. Frequently bought together. Total price:. To see our price, add these items to your cart. Choose items to buy together. In Stock. Get it as soon as Wednesday, Aug Customers who viewed this item also viewed. Page 1 of 1 Start over Page 1 of 1. Jesse Ventura. Jon E. Donald Jeffries. Fletcher Prouty. About the Author Jesse Ventura is the former independent governor of Minnesota.
He has a reputation as a rebel and a freethinker, and he has no qualms about questioning authority. He spends half the year in Baja, Mexico and the other half in his home state of Minnesota. Don't have a Kindle? About the authors Follow authors to get new release updates, plus improved recommendations. Dick Russell. Brief content visible, double tap to read full content.
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