From "Working With Emotional Intelligence" by Daniel Goleman,

published by Bantam Books, 1998. (Exerpted from USA Weekend October 2-4, 1998).

                     The flight from New York            Women, on average, are more                          with an average premium of $54,000.

                      to Detroit was delayed              aware of their emotions, show                        But those who were very strong in at

                      almost two hours, and the         more empathy and are more                            least five of eight key competencies

                      tension was palpable.                adept interpersonally. Men, on                       had remarkable success by compari-

                      When the plane finally               the other hand, are more self-con-                   son, with the average size of policies

                      arrived, a glitch with the            fident and optimistic, adapt more                    they sold $114,000.

                      boarding ramp caused it             easily and handle stress better.                        n Security. Executives with emo-

                      to stop about 100 feet               In general, however, there are far                     tional intelligence are more likely to

from the gate. Frantic about being                  more similarities than differences.                   keep their jobs. At a global consumer

late, passengers leaped to their feet.                                                                                       beverage firm, when standard meth-

    One of the flight attendants went              REACT LIKE AN OPTIMIST                                 ods-which ignored emotional com-

to the intercom. How could she get                In April 1978, Arthur Blank was fired            petence-were used to hire division

everyone to sit down so the plane                  from his job with a Los Angeles hard-             presrdents,50 percent left within two

could finish taxiing to the gate? She                ware chain. When he was young, he                years. (most because they were per

did not quote federal regulations in a             had watched his mother struggle to                forming poorly) The total search cost

stern voice. Instead, she warbled in a             keep the mail-order drug company his            to the company m finding these execu-

singsong tone, suggestive of a playful            father had founded going after his                    tives was $4 million. But when the firm

warning to a small child, "You're                    father's death. Blank witnessed how               started to evaluate for competencies

staaan-ding!"                                                  his mother overcame adversity, and                such as initiative, self-confidence and

    Everyone laughed and sat back                  learned to keep trying when things                 leadership, the retention rate soared,

down until the plane taxied to the                  go badly. So when a venture capital-               with only 6 percent of new division

gate.  And given the circumstances,                ist approached him soon after he was             presidents leaving within two years.

they got off the plane in a surpris-                 fired, Blank jumped at the chance to               n Earnings. Account managers

ingly good mood.                                           co-found Home Depot, the no-frills                with strong people skills can earn mil-

    That flight attendant read the mood          high-service, huge-selection home                   lions more. A few account managers

of the passengers, understood intui-               improvement store chain.                                at RCA increased their accounts each

tively that barking regulations at them               Blank reacted like an optimist,                   year by tens of millions of dollars in

would only increase the tension, and              combining determination from his                   sales. Their edge? Better people skills.

used her sense of humor to defuse a               mother with insider expertise from his            Just-average managers spent a mini-

stressful situation and induce compli-            previous job to build a business that               mum amount of time with clients,

ance. These skills, which make her a              outcompeted his former employer.                 while top performers spent lots of

star performer at her job, might not                    Optimism is just one of the emo-               time, socializing, learning to under

show up on standard tests measuring             tional intelligence abilities that char-                stand client needs and enthusiasms,

intelligence or technical expertise.                   acterize star performers. For top per-             then using that information to tell cli-

But my extensive research shows                   formance, a person must master a mix             ents about new technologies. What

these "emotional intelligence" skills                of these competencies, not just one                 mattered was relationships, matching

count far more than IQ or expertise                or two. The critical emotional intelli-              client needs with their own products.

in determining who excels at a job-                 gence areas for career success are self-             n Output. One of the more sur-

any job. For outstanding success, they          awareness, self-regulation, motivation             prising job arenas where emotional

count for almost everything.                          empathy and social skills (see chart).             intelligence makes a competitive

                                                                                                                                                difference is computer programming,

WHO ARE SMARTER: MEN OR WOMEN?          HARNESS, DON'T SUPPRESS                             where the top 10 percent exceed aver

Emotional intelligence does not mean             EMOTIONS                                                         age performers in producing effective

merely "being nice." At strategic                    Emotional intelligence skills affect                   programs by 320 percent. And those

moments, it may demand not "being              every aspect of work.                                      rare superstars, in the top 1 percent

nice" but rather, for example, bluntly             n Legal. Physicians who lack empa-              of programmers, produce a boggling

confronting someone with an uncom-             thy get sued more often, reports a 1997          1,272 percent more than the average.

 fortable but consequential truth he or             study in the Journal of the American             The declining factor:  a willingness to

she has been avoiding.                                    Medical Association. Primarv-care                   collaborate, not compete; to stay late

     Second, emotional intelligence does           physicians who never had a malprac-             to help others; to share shortcuts.

not mean giving free rein to feelings                tice suit were shown to be far better                   Finally, our level of emotional

-"letting it all hang out." Rather, it                  communicators than their lawsuit-                  intelligence is not fixed geneticallv,

means managing feelings so they are               prone peers. They took time to tell                 nor does it develop only in early

expressed appropriately and effec-                patients what to expect from treat-                 childhood. Unlike IQ, which changes

tively, letting people work together               ment, to joke, to ask patients' opin-                little after our teen years, emotional

smoothly toward common goals.                   ions, to check their understanding and             intelligence seems to be largely

     Also, women are not "smarter"                  to encourage them to talk.  The time              learned.   It continues to develop as

 than men when it comes to emotional            needed for a doctor to be successfully             we go through life, and our compe-

intelligence, nor are men superior to               empathic? Three minutes.                               tence can keep growing. There is an

women. Each of us has a personal                  n Sales. Insurance salesmen with                   old-fashioned word for this growth in

profile of strengths and weaknesses               emotional intelligence can produce                  emotional intelligence: maturity.

in these capacities.                                         twice as much. At one national insur-

    It is true that men and women as               ance company, sales agents who were

groups tend to have a shared, gender-             very weak in specific emotional com-

specific profile of strong and weak                 petencies such as self-confidence,

points.                                                            initiative and empathy sold policies

Emotional Awareness:  Recognizing your own emotions and their affects.
Accurate Self Assessment:   Knowing your strengths and weaknesses.
Self-Confidence:   Sureness about your self-worth and capabilities.

Self-Control:   Managing disruptive impulses.
Trustworthiness:   Maintaining standards of honesty and integrity.
Conscientiousness:  Taking responsibility for your own performance.
Adaptability:   Flexibility in handling change.
Innovation:    Being open to new ideas.

Achievement Drive:   Striving to improve or to meet a standard of excellence.
Commitment:   Aligning with the goals of the group or organization.
Initiative:   Readiness to act on opportunities.
Optimism:  Persistence in pursuing goals despite obstacles and setbacks.

Service Orientation:    Anticipating, recognizing and meeting customer needs.
Developing Others:   Sensing what others need to develop, and bolstering their abilities.
Leveraging Diversity:   Cultivating opportunities through diverse people.
Political Awareness:   Reading a group's emotional currents and power relationships.
Understanding Others

Social Skills
Wielding effective tactics for persuasion.
Communication:   Sending clear messages.
Leadership:   Inspiring, guiding groups and people.
Change Catalyst:   Initiating or managing change.
Conflict Management:   Negotiating and resolving disagreements.
Building Bonds:   Nurturing instrumental relationships.
Collaboration and Cooperation:   Working with others toward shared goals.
Team Capabilities:   Creating group synergy in pursuing collective goals.



Do you work with emotional intelligence?



1. Do you understand both your strengths and weaknesses?


2. Can you be depended on to take care of every detail?   Do you hate to let things slide?


3. Are you comfortable with change and open to novel ideas?


4. Are you motivated by the satisfaction of meeting your own standards of excellence?


5. Do you stay optimistic when things go wrong?


6. Can you see things from another person’s point of view and sense what matters most to that person?


7. Do you let customers’ needs determine how you serve them?


8. Do you enjoy helping co-workers develop their skills?


9. Can you read office politics accurately?


10. Are you able to find “win-win” solutions in negotiations and conflicts?


11. Are you the kind of person other people want on a team?   Do you enjoy collaborating with others?


12. Are you usually persuasive?


If you answered “yes” to six or more of these and if people who know you well would agree with you, then you’re working well with emotional intelligence.