Daniel Goleman's international best seller Emotional Intelligence forever changed our concept of "being smart," showing how emotional intelligence (EI) - how we handle ourselves and our relationships - can determine life success more than IQ. Now Goleman and company apply that knowledge to leadership in a must-hear presentation.
"A must read"
We've all seen it before: the ambitious leader who enjoys great success and then, inexplicably, crashes and burns. Perhaps this leader has been you. Leaders can't sustain effectiveness if they can't sustain themselves. Resonant Leadership offers inspiration, dozens of exercises, and other tools to help listeners become and remain successful leaders in their work and in their lives.
"Renew your passion and effectiveness"
"decent 3 hours"
A powerful case has been made for emotional intelligence and its role in leadership. As Annie McKee and Richard Boyatzis showed in their best selling books, Primal Leadership and Resonant Leadership, the best leaders use their emotional intelligence to create resonance with others.
"Should have got the book this time"
Stress and burnout are not the same thing. And while we know that stress often leads to burnout, it’s possible to handle the onslaught of long hours, high pressure, and work crises in a way that safeguards you from the emotional exhaustion, cynicism, and a lack of confidence in one’s abilities that characterizes burnout. The key is tapping into your emotional intelligence.
Exceptional leaders capture passion. They lead for real: from the heart, smart and focused on the future, and with a commitment to being their very best. Becoming a Resonant Leader, by Annie McKee, Richard Boyatzis and Frances Johnston, talks about the concept of leadership resonance.
You’ve always been a high achiever—top of your class, captain of your sports teams, star performer at work. Now, you’re going to be managing a team of high-performers in a division of your company that everyone’s buzzing about.
Is anyone really an individual contributor at work anymore? I think not. Pretty much everything we do is done with others in groups. We’re tasked with planning and completing projects together. We negotiate roles and resources. We talk to one another - or text, tweet, email - and sometimes we listen, too.