Daniel goleman emotional intelligence in business. Emotional Intelligence in Business

Networking has long ceased to be limited to a set of skills. Knowing the intricacies of search algorithms, working on unique and interesting content, adjusting the site structure, behavioral factors is good. But mastering the skills does not guarantee success, it is important to embody all your ideas and effectively form relationships with colleagues, clients and competitors.

"Emotional Intelligence in Business" reveals the value of additional internal competence, which will allow specialists to grow in any field. This edition will be absolutely useful for employees of HR-departments and heads of companies.

According to author Daniel Goleman, emotional intelligence is the ability to “motivate yourself and not give in to discouragement; control impulse and delay pleasure; manage your own mood and not allow troubles to deprive yourself of the ability to think; empathize and hope. "

IQ or EQ - is that the question?

EQ (English Emotional quotient) - emotional coefficient (emotional intelligence). With this phrase, psychologists have designated a person's ability to understand and manage their emotions, as well as the emotions of others. EQ is a much more important factor in a person's personal success than "logical" intelligence - IQ.

Brilliant analytical thinking and information processing skills can be useless if a person is deprived of the ability to influence and strive to achieve a goal. The presence of emotional intelligence does not mean that we have to give full vent to emotions, but on the contrary; it implies complete control and a clear definition of everything that we feel.

What is required for this? 1. Personal competence:

self-awareness;
self-esteem;
self-regulation (the ability to emotionally respond to life events in a socially acceptable way, while remaining flexible enough to allow spontaneous reactions);
motivation.

2. Social competence:

empathy (conscious empathy with the current emotional state of another person);
social skills.

The author explains in detail how to apply these traits in various business areas. After reading the book, you may find that you have emotional competencies or ... their complete absence :) In order to start developing emotional intelligence, you need to learn how to block automatic reactions of the brain to frequently repeated life situations... The best exercise is to try to treat any experience as unique. Mechanisms (for example, intuition) are already embedded within us that will allow us to make more flexible decisions based on emotional experience.

An important component of EQ is emotional giftedness - meta-ability, which determines how well we are able to use any other skills and abilities that we have, including "untrained" intelligence.

Follow the link to find a test that will help you determine your EQ level. Neurological side of the issue Believe intuition or not? The representative of behavioral economics in his works often criticizes intuition, since it is a true manifestation of the irrationality of human nature. Daniel Goleman suggests listening to the inner voice more closely, describing how intuition works using the example of the work of the amygdala, an amygdala-shaped area of the brain located inside the temporal lobe.
It is there that all our memories of emotions are stored, awakening one or another experienced experience. Now I know that "I feel" in my gut is when the amygdala is sending signals that are still worth listening to. What is missing? I liked the book, but there is not enough guidance for action. Chapter 11, Best Practices, focuses on how to implement and teach emotional competence methods, but does not explain how to develop it in yourself. On the other hand, if you are a fan of self-development books (like me;)), then while reading, pay attention to your internal bugs and strengths... My rating is 7/10. About What Compassion Means in Our Lives and How It Helps Become More Successful by Daniel Goleman

Ecology of life: The presence or absence of emotional intelligence determines the level of success. Interview with the lead trainer of Subshai Upgrade System, coordinator of international programs Victoria Lamets.

The presence or absence of emotional intelligence determines the level of success.

Interview with the lead trainer of Subshai Upgrade System, coordinator of international programs Victoria Lamets.

Now the term Emotional Intelligence has become very common. What is it and how does it apply to business?

After scientific discovery 1990 by professors at Yale University, the term Emotional Intelligence became common knowledge. Now dozens of coaches use this concept and the popularity of the development of emotional competencies is on the rise. But in fact, the possibilities for the development of emotional intelligence are inherent in each of us. The need to invest efforts, money and time in the education of our intelligence (IQ) is formed in childhood, but by and large nobody is engaged in the development of emotions. They are formed more as an imitation or a reaction to the environment in which a person lives. But it is the ability to control oneself, which means that one's mood and reactions determine the level of a person's success - in negotiations, in times of stress or crisis, in teamwork and in general in any life situation.

According to a study sponsored by the CFA Institute, business performance, measured in financial terms, is 28% dependent on Emotional Intelligence (E Q ).

What is the impact of emotions on the success of modern business?

At this stage of development in the country, all leaders are in search of a way out of the crisis. There is a question in making not only rational, but also irrational decisions, based on feeling, flexibility and intuition. That is, for a successful manager now there is a need to reveal additional internal potential, a resource that lies in managing emotions. It is emotional intelligence that affects the speed of decision-making, stress resistance, speed of implementation, flexibility in contractual processes, loyalty and team cohesion. Business for the most part is built on relationships between people, and moves on their internal interest in the process, and without the right emotional atmosphere, development is difficult.

What is Emotional Leadership?

A leader is not only an indisputable authority, but also an emotionally stable person who can lead with inner leadership, the right attitude, and not just a thought or idea. Often the very understanding of how to act in conflict situation does not find practical implementation since the leader himself does not have specific skills to overcome unwanted negative states. To manage your emotions, you need to be able to analyze your feelings, correctly express and transform them, understand and feel the state of other people and be able to act in the circumstances that have arisen.

What is the essence and originality of your approach?

We have been involved in emotional intelligence for over 15 years.

How it is applicable in various spheres of life, how it affects health and the formation of psychosomatic diseases, and a quick recovery.
The laws of creating the right emotional environment in the family, the influence of emotions on the character and future success of the child.
The ability to use emotional energy to achieve a goal and build a competitive and successful business.

We do not copy the practices of D. Goleman and other professors of Yelsk University in our practice.

Our methods are the individual author's developments of E.M. Shabshai in the field of psychodrama, coaching, psychology, body-oriented psychotherapy and theater. This is 100% practice. Methods for developing the necessary level of emotional intelligence include both individual practice for each day and group lessons that give a quick deep immersion in new skills.

For a long time, these methods did not apply to a wide range of consumers, but were provided as individual projects and consultations in large companies in Israel, Germany and the UAE.

Now the course has been adapted for a wide range of listeners and on August 22-23 we will hold an open conference for executives and middle managers, at which we will present the latest developments in the field of emotional intelligence development. published

What is the key to success modern man? High IQ, intellectual ability? Modern research showed: IQ and academic knowledge are important, but they do not make a person successful.

Many successful businessmen did not have a high level of IQ, but they had a high level of emotional intelligence, which helped them to reach unprecedented heights.

Emotional intelligence (EQ) is associated with the classic "C grade phenomenon" adulthood make a career more often than excellent students. EQ is the ability to recognize feelings, evoke desired emotions, and manage unwanted ones.

Emotional competence of a person consists of 1) the ability to be aware of their emotions; 2) the ability to manage your emotions; 3) the ability to be aware of the emotions of other people; 4) the ability to manage the atmosphere of communication with others.

BUSINESS AND EMOTIONS ARE INCOMPATIBLE THINGS?

Is it possible not to feel emotion at all? It is possible to suppress emotions, but it is impossible not to experience emotions at all. Emotion is our body's response to change the environment, we experience emotions of varying intensity every minute.

Many business leaders believe that emotions have no place in business, they are harmful.

"Business is a serious matter, there is no place for worries and other weaknesses!"

"All emotions should be left at home!"

Recent studies have proven that emotions are a unique resource for business development. It is wiser not to suppress emotions, but to learn to be aware of them and manage them.

Emotions interfere with work in the event that they are not realized, ignored, passing into a chronic state of dissatisfaction, fear of not getting what was expected. Anger can interfere with thinking logically, and can stimulate to protect our interests, sadness can push us to depression, and it can also help to focus on important things. Joy, as an emotion directed in the right direction, can push you to creative and bright solutions, and fear - to think over safety options and waste maneuvers.

A competent leader gives his employees a charge of positive and drive. Moreover, he does not necessarily create an atmosphere of endless joy around him. He can rush subordinates if he sees that the project risks not being completed on time, intimidating with consequences or inspiring with future results, and fanning sports anger at competitors.

Having emotionally competent employees is beneficial!

When recruiting, the BBC took into account the EQ of candidates. The most successful recruiters showed high results in such EQ competencies as self-confidence, empathy, awareness of their emotions. It turned out that they are able to predict the success of future employees almost three times more often than recruiters with low EQ. As a result, the organization's costs have been reduced by $ 3 million annually.

EMOTIONAL MANAGEMENT

About 2/3 of the core competencies required today by a modern effective leader fall into the category of emotional competences.

The ability to understand the motives of other people makes it possible to find the right employees / partners and effectively interact with them. Many successful people with a high level of EQ surround themselves smart people with a high level of IQ and use their genius to achieve their goals.

G. Ford, in response to accusations of ignorance, answered envious people "As soon as I press the button, I will have the best specialists at my disposal, capable of answering any question that interests me in connection with my business ... so why should I bother with all sorts of nonsense?"

EQ determines the behavior of the leader in times of crisis for the company.

In 1982, in Chicago, several people were poisoned by a drug from a well-known company, the case went public. Experts predicted that the company would never be able to return to the market. The head of the company, J. Burke, withdrew all batches of the drug from sale (losses of $ 100 million); actively communicated with the media, helped the families of the victims. The drug was released in a protected package, the company expressed its gratitude to the public for understanding in the media and offered coupons for free replacement of packages of the old drug with a safe new one.

With the staff of J. Burke radiated confidence that the situation would be resolved safely, was active and objective. He made his decision by understanding the emotions of people in panic: buyers who feared for their health and employees who feared being unemployed.

Thanks to the competent behavior of the company's leaders, after six months, the drug regained 70% of the market, which it occupied before the crisis. Today the company, known all over the world as "Jonson & Jonson", is a recognized leader in product safety, their anti-crisis plan was included in the textbooks on anti-crisis management.

It is the leader who is able to captivate people with an idea, infect with his emotion, create the atmosphere that will help everyone to work more efficiently.

Emotional leaders inspire people by awakening their best feelings. Trying to explain the amazing gift of influence and persuasion of such personalities as S. Jobs, W. Churchill, V. Putin, M. Thatcher, they talk about strategic thinking and great ideas. But there is a more ancient basis - emotional leadership affects our emotions.

EMOTIONAL INTELLIGENCE AND EMPLOYEES OF THE ORGANIZATION

EQ staff development is essential for effective interaction organization with the outside world, achieving goals. Employees with a high level of emotional intelligence are better at building communications with clients and colleagues, are less susceptible to emotional burnout, are more efficient, more cheerful, more often achieve their goals and change jobs less often.

American Express was the first company to launch an emotional competency training program for its employees, after which nearly 90% of consultants have improved their efficiency. Conversations with the most successful consultants revealed that they have the ability to look at the situation through the eyes of the client, which allows them to establish a relationship of trust with the client. The main thing is the ability of these consultants to cope with their emotions, to better manage them and not to lose heart in case of failure. All of the listed abilities are EQ competencies.

A sales manager who knows how to feel the emotions of the client is able to subtly and competently conduct a dialogue, he understands the needs of the buyer and, as a rule, makes more sales.

For example, sales managers of L "Oreal with high EQ sell $ 91.37 thousand more per year, thanks to which the company's net profit increased by more than $ 2.5 million. Also, staff turnover during the first year of work among employees hired on the basis of emotional intelligence scores were 63% less.

HOW TO DEVELOP EMOTIONAL INTELLIGENCE

Unlike IQ, the level of which is largely determined by genes, the level of emotional intelligence develops throughout a person's life.

For this, there is a huge number of books and psychological trainings, but there are simple things that you can develop in yourself on your own every day.

Be aware of and name emotions.

Learn to empathize and listen. Instead of giving advice, say "I understand you ...", let me talk. Apply active listening techniques.

Charge others with your positive.

Practice complimenting colleagues and loved ones, praising and rewarding.

The importance of EQ to individual efficiency and company success is beyond question. Experience shows foreign countries, the connection between business success and emotional intelligence is obvious, so developing this ability in organizations is definitely worth it!

Katerina Kosova

Psychologist, business coach, head of personnel training and development department

international company "Smart Team"

Dedicated to those who showed me what it means to work with emotional intelligence: my parents Faye and Irving Goleman, my uncle Alvin Weinberg, my professor David McClelland.

No part of this book may be reproduced in any form whatsoever without the written permission of the copyright holders.

Legal support of the publishing house is provided by the law firm "Vegas-Lex"

© Russian translation, Russian edition

Part I
Beyond specialized knowledge

Chapter 1
New criterion

The rules of work change all the time. Now we are judged by new criteria, focusing not only on how well and quickly we think or on the level of our professional training and erudition. It also takes into account the degree to which we are in control of ourselves and get along with others. This criterion becomes almost the main one when you have to decide who to fire and who not; whom to let go with a light heart, and who must be kept; who to keep in their current position and who to promote.

The new rules make it possible to predict who is most likely to become a "star" in their place, and who will almost certainly "go off the rails." And it doesn't matter what area we are working in at the moment. These rules highlight those characteristics that will determine our competitiveness in the light of future achievements.

These rules have little to do with the values that used to be at the forefront of the school. Outdated standards school education state that academic ability plays little or no role in personal success. But now it is taken for granted that we have the intelligence and technical knowledge to carry out the assigned tasks. The new standard is based on the priority of personal qualities, such as initiative and empathy. That is, on the ability to empathize, adapt and persuade.

This is not a seasonal hobby and not a modern patented method of management. The evidence to take them seriously comes from studies of tens of thousands of working people in a wide variety of professions. The research carried out allows us to reveal with incredible accuracy what qualities distinguish the “star” worker. It also clearly shows which human abilities become the most important for achieving exceptional skill in work, and especially in leadership.

In a large organization, you are probably even now being assessed in terms of these abilities, but you are not aware of it. If you apply for a job, you will most likely be examined through the same magnifying glass, although, again, no one will tell you openly about this. Whatever you do, understanding how to develop these abilities is essential to being successful in professional activity.

As a leader, you must understand how your organization will act - whether it will encourage or slow down the process of developing these competencies. The more your organization's atmosphere fosters these capabilities, the more efficiently and productively it will function. You will maximize the intelligence of your group and the synergistic interaction of each person's most important talents.

Whether working for a small organization or for yourself, you will feel that your success depends largely on your ability to do so, although it is almost certainly not mentioned in your school curriculum... Even so, your career will be more or less dependent on how thoroughly you master them.

In conditions when guarantees of job security disappear completely, and the very concept of "specialty" is quickly replaced by "mobile skills", such abilities become the most important qualities that help to get a job and keep it. This subject has been vaguely discussed for decades in a row. As soon as they do not call him - from "character" and "personality" to "gift of courtesy" and "competence" ... But now, finally, a more accurate understanding and definition of these human talents - emotional intelligence - has appeared.

Sensible in another respect

“Even in technical school, I had a low cumulative average grade,” one of the directors of a consulting firm admitted to me. - But then I went to the army, got into the school for training candidates for officers - and became the first student in my group. Everything there revolved around how you are able to cope with yourself, get along with people, show leadership skills, work in teams of different specialists. I see that this approach is fully justified in the world of work. "

In other words, it means being smart in a different way. In my book Emotional Intelligence, I focused primarily on education and upbringing, although in one short chapter I outlined the lessons that can be used in work and in the life of the organization.

What in the highest degree I was amazed and delighted by the explosion of interest in this topic from the business community. Responding to an avalanche of letters and faxes, emails and phone calls, I suddenly found myself caught up in a global odyssey. In my interactions with thousands of people - from senior executives to secretaries - I've had to speculate about what it means to bring emotional intelligence to work.

From whom only did I not have to listen to what has long become a hackneyed truth. People like an experienced commercial consultant with a low numerical average score (GPA) have assured me that they believe emotional intelligence, not technical or book knowledge, is the main factor in achieving exceptional excellence. My book, they said, provides an opportunity to speak clearly and bluntly about business failure. She shows that problems arise from the inability to cope with emotions, and overthrows the limited postulate of "erudition is everything" from the pedestal.

People now understand that a different way of thinking is preferred in professional life. They talk with amazing frankness about various matters that go far beyond the scope of the corporate radar of external information and advertising. Many of them explain in detail what exactly does not work (I present similar stories about emotional backwardness in the pages of this book, without revealing the names of the narrators and the names of the organizations). There are also many who talk about successful activities that confirm the practical value of work with the involvement of emotional intelligence.

This was the beginning of a two-year study, culminating in this book, in which I tried to tie together the separate threads of my own professional activity. From the very beginning, I used well-known journalistic methods, looking for facts and formulating conclusions. Engaging in exhausting analysis of research materials in order to better understand the importance of emotional intelligence in the productive work of individuals, groups and organizations, I was forced to return to my origins - to the work of a university psychologist. In addition, by me or on my assignment, scientific analysis new data from hundreds of different companies. I was prompted to take this step by the urgent need to introduce an accurate unit of measurement suitable for quantifying emotional intelligence.

This study reminded me of participating in a research project when I was a graduate student and then a lecturer at Harvard University. This work was almost the first attempt to question the mystical power of the coefficient mental development- the false, but widespread belief that success is determined by intelligence alone. Thanks to this research, a new industry has emerged, which has now become a veritable mini-industry. Its representatives are engaged in the analysis of the actual existing abilities or competencies that ensure people success in various fields of activity and in any organization. The results were stunning: it turned out that IQ ranked second after emotional intelligence in the process of talented performance of the task.

Analyzes carried out independently by dozens of various experts from approximately five hundred corporations, government agencies and non-profit organizations around the world have produced surprisingly similar results. But what was especially impressive was that the information received was not influenced by the subjectivity and limitations inherent in the individual or group. All the data obtained indicate the paramount importance of emotional intelligence in mastering exceptional skill when performing a specific task in any field of activity.

These ideas are, of course, not new when applied to the work environment. The way people cope with themselves and relate to others has long been the main point of management theory, which is recognized as almost classical. But further discoveries await us. We now have such wealth as the results of twenty empirical research that show with unprecedented accuracy how important emotional intelligence is to success.

Another aspect of the question: after completing a course in psychobiology, for several decades I continued to follow the latest discoveries in neurology. This allowed me to find a rationale for the model of emotional intelligence in brain science. Many businessmen have traditionally been skeptical of “compliant” psychology, listening distrustfully to the ever-emerging and disappearing popular theories. But neuroscience puts everything in its place and answers very clearly the question of why emotional intelligence matters so much.

The emotional centers of the brain of ancient people, among other things, were characterized by the presence of skills that helped to successfully control oneself and correctly build social relationships. These skills are embedded in our evolutionary heritage as essential to survival and adaptation.

Classical neuroscience says that this emotional component of the brain assimilates knowledge differently from the thinking brain. This thought, which suddenly came to my mind, became the main one during the writing of the book - and made me challenge the almost generally accepted view of corporate training and development.

I am not alone in my doubts. For the past two years, I have co-chaired the Emotional Intelligence Research Consortium across organizations - research teams from business schools, federal government, and industry. Our research has highlighted unfortunate flaws in the way companies and businesses teach people a range of skills, from listening to team building and flexible management.

Most of the training programs involved a purely theoretical model, but this was the biggest mistake, and it was worth millions of hours and billions of dollars wasted. It required a completely new approach to the question of what resources are needed to help people increase their emotional intelligence.

Several misconceptions

Traveling around the world, actively communicating and doing business consulting, I have faced a widespread misunderstanding of emotional intelligence all the time. So let me immediately dispel some common misconceptions.

First, emotional intelligence does not imply "modesty and tact." Although at certain strategic moments, you may have to be a person who is not "amiable", directly unleashing on the interlocutors the hard-hitting, but obvious truth, the knowledge of which they avoided.

Secondly, emotional intelligence does not at all imply that you can now and then give vent to feelings, but simply put it loose. On the contrary, it means the ability to manage your feelings in such a way as to express them at the right time and with benefit, giving people the opportunity to work together in peace to achieve common goals.

As far as emotional intelligence is concerned, women, it should be noted, are no more "intelligent" than men, although men in this matter are not superior to the fair sex. In this kind of ability, each of us has an individual profile of strengths and weaknesses. Moreover, some people may have extremely developed empathy with insufficient ability to cope with their own distress, while others, realizing the subtle changes in their moods, often turn out to be socially insolvent.

Of course, men and women - as groups - tend to show signs of a collective gender-specific profile of strengths and weaknesses. An analysis of the emotional intelligence of several thousand men and women shows that women, on average, are better aware of their emotions. They show more empathy and are very adept at interpersonal communication. Men, for their part, are more confident and optimistic, they adapt more easily to their environment and cope better with stress.

However, both sexes have far more similarities than differences. Some men are as empathetic as most interpersonal empathy women. At the same time, many women are able to withstand stress on an equal basis with men, who, as a rule, quickly recover from emotional turmoil. Indeed, judging by the general results of studies of men and women, their strengths and weaknesses are "almost balanced." So, in the sense of unconditional emotional intelligence, there are no gender differences here.

So, it turns out that the level of our emotional intelligence is not set genetically, and the intelligence itself is able to develop, and not only in early childhood. In addition, in contrast to the IQ, which only slightly changes with the exit from adolescence Emotional intelligence is largely acquired. He continually continues to improve as we live our lives and learn from our own experience. This means that our competence in this sense can grow all the time. Tracing the change in the level of emotional intelligence over several years of the life of individuals, the researchers noted one pattern. People actively master these abilities, becoming more skillful in the ability to cope with their emotions and impulses, to better understand the motives of their actions, "polishing" empathy and communication skills. There is an old term that perfectly defines the development of emotional intelligence - maturity.

Emotional Intelligence: The Missing Priority

More and more companies are realizing that rewarding emotional intelligence is a critical component in running any organization. “It is no longer enough to compete with our products; how well you compete depends on how well you use your employees, ”one of the executives at Telia, a Swedish telecommunications company, told me. And Linda Keegan, Vice President of Leadership Training at Citibank, says, “Emotional intelligence is the foundation of all leadership training.”

For some time now, I hear this refrain all the time.

● The head of the enterprise, which employs 100 people, fulfilling special orders for the aerospace industry, shared with me important experience. According to him, one of the main companies they supply, Allied-Signal, demanded that he and all of his employees undergo training in a well-known method called the "quality circle". “They wanted us to do better as a great team,” he said. - But it turned out that it was difficult: how could you become a team if we were not even a group yet? And in order to make a commitment as a group, we had to improve our emotional intelligence. ”

● “We've worked hard to improve profitability by upgrading technology and accelerating product development cycles. But even after several major advances, the improvement curve is growing very weakly, - complained to me a manager from the German concern Siemens AG. - We are aware of the need to make better use of our staff - to maximize human capital so that this curve creeps up again. Therefore, we are trying to make our company more emotionally intelligent. "

● A former project manager at Ford Motor Company told me in detail how the Lincoln Continental used the “learning organization” methods developed at the Massachusetts Sloan School of Management in the modernization process. Institute of Technology... He said that getting to know emotional intelligence was something of an epiphany for him: "These are exactly the abilities that we needed to develop to become a truly learning organization."

In 1997 American Society on vocational training and development analysis of the methods of selection of the source data for comparative evaluation was carried out. These methods were used primarily by large corporations. The analysis found that four out of five companies, in the course of appraisal or hiring, try to activate the emotional intelligence of their employees through training and development.

If so, then the question arises: why write this book?

Then, the attempts of many, if not most, organizations to support the development of emotional intelligence have been insufficient and lead only to a waste of enormous amounts of time, energy and money. For example, the most systematic study ever conducted on the return on capital invested in leadership preparation (as we will see in Part IV) has demonstrated a paradoxical fact. The well-known and well-proven one-week seminar for senior executives, oddly enough, had a negative impact on the quality of their work in some ways.

Businesses are beginning to realize the fact that even the most expensive training can fail, as often it actually does. And the complete senselessness of such training becomes obvious at the moment when it is discovered that it is the emotional intelligence of specific people and organizations that is the missing ingredient in the recipe for competitiveness.

Why is it so important now?

During the explosive growth of biotechnology, a senior executive from California proudly and enthusiastically recited to me the features that made his company a number one in the industry. No one, including himself, had personal account instead, everyone carried a laptop with them — their mobile office — so they could connect with anyone. Knowledge of positions and names of professions turned out to be unnecessary, people worked in multidisciplinary groups. The atmosphere was saturated with seething creative energy. A seventy- or eighty-hour workweek was set for everyone.

- Do you have any difficulties? I asked him.

“None,” he assured.

But my interlocutor was greatly mistaken. One day, I managed to challenge the staff of his company for frankness, and I learned the truth: because of the hectic pace of work, people felt completely exhausted and deprived of their personal life. And although everyone, thanks to the computer, could talk with anyone and wherever he needed, everyone understood that no one was really listening to them.

People felt a terrible need for contact, empathy, and open communication.

In this new, utterly outspoken business environment where everyone's work counts, human reality will matter more than ever before. The world is constantly undergoing tremendous changes. Technical innovation, global competition and pressure from institutional investors are growing and becoming the forces driving constant change.

Other realities are emerging that further enhance the importance of emotional intelligence. For example, organizations periodically carry out waves of campaigns to reduce staff, as a result of which they dry out. Those who stayed bear great responsibility and, naturally, they unwillingly find themselves in the zone of close scrutiny. Previously, it was enough for an average employee to be able to easily hide hot temper or shyness. Now, talents such as coping with emotions, the ability to resolve conflicts, work as part of a group and lead people have come to the fore. These qualities have become visible - and are appreciated more than ever.

The globalization of the workforce is increasing the demand for emotional intelligence in wealthy countries. More high level wages in these countries, if, of course, they want to maintain it, will depend on the productivity of a new type. However, it is not enough just one structure or technical achievement. For example, at the aforementioned California biotech firm, streamlining or other innovations often create new challenges that require even more emotional intelligence.

When the business itself changes, so do the characteristics that allow it to stand out from the crowd. A close observation of talented employees over several decades has shown that two abilities that were not very important to success in the 1970s became decisive in the 1980s. These abilities are the ability to find a team and adapt to change. In addition, completely new qualities inherent in the so-called "stars" began to appear, namely: the ability to act as a catalyst for change and use dissimilarity as a means to an end.

New talent was required for new tasks.

Human capital - education and qualifications acquired in the production process; knowledge and skills embodied in the workforce. Approx. transl.