Daniel Goleman explains why working with emotional intelligence helps hone our social skills for smarter, better, and more effective leaders, teams, and organizations in modern life, business, innovation, and entrepreneurship.

Former New York Times science author and Harvard psychologist Daniel Goleman explains why working with emotional intelligence helps hone our social skills for smarter, better, and more effective leaders, teams, and organizations in our life, business, innovation, and entrepreneurship.

Daniel Goleman (2000)

Working with Emotional Intelligence

 

Former New York Times popular science author and Harvard clinical psychologist Daniel Goleman describes and delves into why working with emotional intelligence helps hone our social skills for smarter, better, and more effective leaders, teams, and organizations. Goleman uses, applies, and leverages the mainstream rules of emotional intelligence to the workplace. Being intellectually intelligent counts in our modern business world, but emotionally intelligent social habits, skills, and talents count even more in modern life, business, innovation, and entrepreneurship. With numerous scientific studies, experiments, and anecdotes, Goleman demonstrates that people who harness better emotional competences are more likely to succeed. These social skills often help teams better focus on intellectual research synergies, collaborative projects, and many other productive functions. Emotionally intelligent teams tend to find smarter, faster, better, more flexible, and more effective creative combinations of prior art tests, trials, techniques, and other technological advances for disruptive innovations, blue-ocean niche markets, and competitive advantages. S&P 500 companies that specifically train their senior managers in these emotional competences reap concrete business benefits in terms of higher sales, profits, and operational efficiency gains. In effect, these efficiency gains often tend to manifest in seamless teamwork, personal growth, self-improvement, and real-time feedback. In time, our rare unique growth mindsets, keystone habits, social skills, intellectual focus worldviews, hard truths, and iterative continuous performance improvements combine to help enrich the lives of others in an increasingly inclusive global society. Lifelong learners listen, focus, adapt, respond, and collaborate with others through sound social skills and interpersonal relationships. Senior leaders focus on the big picture, adjust complex gameplay systems, and inspire almost all team players to help attain key results, outcomes, and decisions in the future. In effect, all kinds of effective leaders should focus attention on the vital, practical, and productive uses of internal organizational resources. These resources span rare unique brainpower, professional expertise, AI-driven robots, machines, avatars, and instruments, other technological advances, tangible assets, and so on. Effective leadership requires keeping laser focus on the core values, central beliefs, and life principles. Through corporate conferences, departmental committees, team councils, and one-on-one discussions, senior leaders should communicate their core values, beliefs, and life principles in support of a bolder, bigger, brighter, and broader long-term vision. For better corporate performance, this vision unites, inspires, and motivates most team players to accomplish the medium-term mission, social good, and life purpose. In practice, these effective leaders should align self-awareness and personal growth with the long-term social vision and the medium-term mission for business success. When we focus on helping enrich the lives of others, we remake our best conscious efforts to contribute to the broader social purpose on earth. In a rare unique fashion, we use, apply, and leverage our keystone social skills, talents, core competences, and dynamic capabilities in accordance with God’s will, love, grace, and mercy for all humankind.

 

Atomic habits serve as the compound interest of self-improvement. Sometimes we remake, reshape, and reinforce small, subtle, persistent, and incremental keystone habits, social skills, intellectual worldviews, prescient insights, dynamic capabilities, and other core competences. As we practice what we preach over many years, we turn these small and subtle keystone habits, social skills, and so on into the positive flywheel effect, or equivalently, our iterative process of building momentum through incremental progress in pushing a big heavy flywheel. In due course, the keystone habits help promote personal growth, system-wide mastery, and self-improvement. Every time we practice some keystone habit, we engage ourselves in a 4-step rote routine system: cue, desire, response, and reward. Specifically, we take some cue from our internal motivation, external validation, or both. This cue triggers some of our positive human desires, demands, emotions, and preferences as we crave love, peace, joy, happiness, fulfillment, and satisfaction in life, business, innovation, and entrepreneurship. We listen, learn, think, feel, and respond to this cue in alignment with our intrinsic desires, demands, emotions, and preferences. As a result, we get some rewards in favor of this 4-step rote routine system for habit formation.

 

In order to turn these atomic habits into self-fulfilling prophecies, positive feedback loops, or both, we should make these keystone habits easy, obvious, and attractive to us. Specifically, these keystone habits should satisfy some of our human desires, demands, emotions, and preferences. Further, we should apply some habit tracker to measure our small, subtle, persistent, and incremental progress. Also known as the Seinfeld productivity hack, this habit tracker helps ensure that we never fall off the wagon. Key lifelong learners listen, focus, adapt, respond, and collaborate with others through sound social skills and interpersonal relationships. Senior leaders focus on the big picture, adjust complex gameplay systems, and inspire almost all team players to help achieve key results, outcomes, and decisions in the future.

 

What are the key insights, lessons, and takeaways from this new self-improvement book review?

As our modern professional career advances over time, social skills for better inter-personal relationships matter more than cognitive, intellectual, and technical skills. Fortunately, we can remake our best conscious efforts to substantially improve our emotional competences. To improve our social empathy for others, we often learn to listen to others in accordance with their personal needs, desires, demands, and preferences. In addition, we would often better hone our emotional self-awareness during downtime. We should be able to draw upon such self-awareness in a pinch. In practice, we take time to further develop this constant self-awareness over many years. With greater self-mastery, we understand our internal cues, rewards, habits, insights, motives, desires, demands, and preferences in time. Lifelong learners are able to better understand the internal cues, motives, and emotions of others when these lifelong learners fully master their own internal cues, motives, and emotions. This social sensitivity sharpens our emotional radar and vice versa.

 

When senior leaders seek to change keystone habits, growth mindsets, intellectual focus worldviews, social skills, hard truths, and iterative continuous improvements, these senior leaders learn to provide real-time feedback to almost all team players in our modern life, business, innovation, and even entrepreneurship. This real-time feedback usually serves as the common currency of organizational communication. We celebrate both small wins and major milestones with all of our team players as we make conscious efforts to attain incremental progress in substantially improving our emotional skills, core competences, and dynamic capabilities over time.

 

We should learn to maintain a good mood with love, peace, and joy. Emotions are contagious, so we should try to spread positive emotions. We should learn to better understand the root causes of positive emotions for ourselves. In this rare unique fashion, we can explain why our positive energy spreads to affect the internal cues, motives, and emotions of others. From candor, honesty, sincerity, and reliability to mutual trust and social sensitivity, many emotional characteristics that help people succeed are vitally important for organizations. Every team’s overall success often depends on the emotional competences of almost all the team players, but not the technical competences of one individual contributor. High-EQ organizations value the bottom-line contributions of almost all the team players who practice soft social skills in their day-to-day workstreams.

 

Emotional awareness starts with a basic natural attunement to the constant stream of emotions in life, business, innovation, and even entrepreneurship. This constant stream of emotions serves as a rare unique presence in each one of us. We should recognize how these emotions remake, reshape, and reinforce what we think, feel, perceive, and attempt to accomplish in due course. From such self-awareness, we deal with our own emotions. In turn, these emotions transmit to cause changes in the internal cues, motives, rewards, desires, and emotions of others. Many people gravitate toward what gives them emotional value. In essence, this emotional value helps engage these people with greater commitment and internal motivation. As a result, these people remake the best uses of their skills, talents, core competences, and dynamic capabilities in support of the bigger, bolder, brighter, and broader life purpose, social good, or longer-run vision. Sometimes this emotional value means changing jobs to get a better fit with what matters to us. Sometimes this emotional value means stepping into new ventures and disruptive innovations for greater self-employment. This entrepreneurial journey often finds powerful expression through creative combinations of products, services, and even business models. In practice, many entrepreneurs seek this deeply personal evolution by both new triumphs and challenges. Successful founders, innovators, and entrepreneurs pivot, persist, and persevere in their lean-startup ventures, system-wide research pursuits, minimum viable products (MVP), creative solutions, and blue-ocean market strategies.

 

With better EQ, lifelong learners listen, focus, adapt, respond, and collaborate with others through sound social skills and interpersonal relationships. Star performers who harness better EQ relish change, find exhilaration in the innovation cycle, and even seek to disrupt some strategic sectors with new technological advancements. These lifelong learners question their prior assumptions, remain open to new ideas, and let go of false beliefs and sentiments. As a result, these lifelong learners adapt to swift changes in external circumstances, vicissitudes, scenarios, and episodes. In response to substantial uncertainty, these lifelong learners move fast to disrupt some strategic sectors with their new lean-startup ventures and blue-ocean market strategies.

 

As we navigate new challenges and opportunities in life, learn to better understand our emotions, and remain resilient despite setbacks, failures, obstacles, difficulties, and disappointments, we can better recover from our bad mood and even distress. This emotional clarity allows us to better manage negative emotions, expectations, and future behavioral responses. With high EQ, we better win friends and influence people in modern life, business, innovation, and even entrepreneurship.

 

Influence entails handling emotions effectively in others. Star performers are artful at sending emotional signals, and these social signals make these star performers powerful and effective communicators, influencers, and negotiators in modern life, business, innovation, and entrepreneurship. In practice, these leaders are able to sway the target audience in a positive way. Just one cognitive ability distinguishes these leaders and star performers from the average ones: pattern recognition. With this dynamic capability, these leaders, star performers, and lifelong learners focus on the big picture, adjust complex gameplay systems, and inspire all team players to help achieve key results, outcomes, and decisions for the foreseeable future. In time, these leaders empower others to pick out the vital, impactful, and informative trends from the worldwide welter of information overload around them. With sound prescience, these leaders can think strategically far into the future.

 

Although it is necessary for all team players to brainstorm creative innovations with relevant technical expertise, it is more important for these team players to navigate the web of influence through the organization when we put the creative innovations into practical use. In our life, business, innovation, and entrepreneurship, the art of maximizing intellectual capital requires orchestrating the emotional interactions of the people whose individual minds hold the knowledge, professional expertise, and experience. We listen, learn, focus, adapt, respond, and cope with several different expert views, opinions, judgments, and decisions. It is perfectly fine for us to better understand someone’s alternative viewpoints and perspectives, her emotions, and the root causes of these emotions. Such comprehension may or may not inevitably mean that we embrace these alternative conclusions. In practice, it would be much better for us to incorporate different expert views, opinions, and judgments into our creative innovations in the first place. At the same time, lifelong learners focus their attention on attempting to achieve iterative continuous performance improvements. The new, nonobvious, and useful products, services, solutions, and even business models often lead to disruptive innovations in new niche blue-ocean markets.

 

Beyond zero tolerance for intolerance, the dynamic capability to leverage diversity revolves around 3 mainstream social skills. The first key social skill requires getting along well with people who may be different in terms of their expert views, opinions, and judgments. The second key social skill requires appreciating the unique styles, ways, and emotions of others in time. The third key social skill requires seizing new business opportunities from many different expert views, opinions, judgments, and even some creative combinations of all the diverse ideas. With these diverse ideas, we lubricate persuasion, personal influence, and leverage by identifying the bonds, links, and commonalities between these diverse ideas. In due course, we take time to establish some of these bonds, links, and commonalities. This process is not a detour, but instead, one essential step toward higher EQ, higher team performance, and broader organizational success.

 

Today, many companies prefer to hire new subject matter experts, managers, and specialists who use, apply, and leverage great social skills to work well with people. High EQ has become one of the most essential dynamic capabilities for knowledge workers in the new economy.

In our modern global economy, many knowledge workers listen, learn, focus, adapt, respond, and collaborate with others through sound social skills and interpersonal relationships. To attain iterative continuous performance improvements, these new knowledge workers often learn to accept both positive and negative criticisms well. These constructive criticisms can often help provide real-time immediate feedback on core business operations. In time, these knowledge workers should master self-awareness to remake their best conscious efforts with substantially greater internal motivation, flexibility, and resilience in the broader business context. In the modern workforce, high emotional intelligence, or high EQ, often provides a more complete measure of professional success than high IQ. Specifically, high IQ or professional expertise without good emotional competences is not enough for broader business success. By contrast to our ideological worldviews, core competences, and several other professional skills, we can further enhance our EQ and social skills over time. Today, many companies prefer to hire new subject matter experts, managers, and specialists who use, apply, and leverage great social skills to work well with people. High EQ has become one of the most essential dynamic capabilities for knowledge workers in the new economy.

 

The most essential emotional competences span a wide variety of social skills and interpersonal relationships. One of such emotional competences is the rare unique ability to self-start some further projects in support of core business operations and iterative continuous improvements over time. Also, another emotional competence is the rare unique ability to grasp office politics, multiple personality traits, attributes, characteristics, and the potential clash of cultures, customs, beliefs, lifestyles, and traditions. Today, many companies value these emotional competences almost as much as subject matter expertise, corporate knowledge, and technical excellence. In essence, these emotional competences serve as a particularly vital, crucial, and practical part of leadership.

 

In addition to subject matter expertise, knowledge, and technical excellence, many knowledge workers need stellar social skills and emotional competences such as self-mastery, mood control, focus, internal motivation, empathy, commitment, and social adroitness. Building friendship, rapport, and respect requires earning mutual trust. This mutual trust often serves as the central key to influencing others to help accomplish some tasks, goals, and missions in time. In summary, these emotional competences help senior leaders better communicate the brighter, broader, bigger, and better long-term vision for business success, peak performance, and personal growth.

 

In the broader business context, numerous senior leaders use, apply, and leverage a wide variety of emotional competences to better inform their medium-term trade-offs, choices, and decisions. Many vague gut messages sometimes provide a vast wealth of wide social impact, institutional knowledge, and extra information. Senior leaders who are more aware of these gut messages tend to show greater empathy for others. These senior leaders tend to write down their thoughts, insights, lessons, worldviews, beliefs, actions, responses, decisions, behaviors, and so forth. These leaders sometimes feel the vital need to discuss their gut messages with others to clarify their inner process for reaching better business decisions. These clues often set off the emotional cues, rewards, and rote routine systems in addition to logical thoughts, insights, lessons, worldviews, beliefs, actions, responses, decisions, and behaviors. After all, gut messages help senior leaders better inform their decisions in the broader business context. In essence, these senior leaders sometimes read, sense, and understand the internal cues, rewards, motives, and emotions of others, in support of both core business operations and iterative continuous improvements. In this positive light, emotional competences complement, sharpen, and reinforce our subject matter expertise, institutional knowledge, and technical excellence.

 

Sometimes we need to allow both space and time to listen to our inner peace, cues, rewards, and emotions. In this rare unique fashion, we develop our self-awareness of the nuances of our inner emotional radar. Often these inner emotions evolve in a different time frame with no specific deadlines. Specifically, these inner emotions are not available on demand. We should cultivate the space and time for emotional self-awareness. Sometimes we tune into this emotional self-awareness in order to help inform better intellectual worldviews, insights, actions, responses, decisions, and behaviors. This deeper awareness requires downtime for quiet contemplation of our emotional reactions to external circumstances, vicissitudes, scenarios, and episodes. Inside our thoughts, insights, and worldviews, we plan to win each battle more than one thousand miles away.

 

Self-confidence resonates with many others. This personal quality inspires mutual trust. People who lack confidence often find it hard to make tough decisions in the face of unknown variables, especially when these tough decisions defy, challenge, and contradict the long prevalent expert views, opinions, and judgments. In these special cases, self-confidence stokes courage, optimism, and the unique tendency for people to take risks. A new study shows that mid-level senior managers with a strong belief in their skills tend to achieve greater business success at a later stage of their careers. Another long-run study shows that the people with more childhood self-confidence reap greater professional rewards later as part of their adult lives.

 

Psychologists identify a rare, unique, and positive peak-performance internal state, the flow experience, and this flow experience arises from the best use of emotional intelligence. In this flow experience, we completely engage our hearts, minds, and souls in some tasks, missions, and activities. With stellar skills, we enjoy the work so much that we fully immerse ourselves in applying our innate talents in light of a bigger, bolder, brighter, and broader long-term vision, social good, or life purpose.  

The human brain’s cognitive and emotional centers sometimes work inconsistently with each other. Under sudden stress, strain, and pressure, the brain’s emotional center switches into the emergency response mode. In due course, the emergency response mode siphons off mental resources that our rational mind often devotes to intellectual cognition. This rare unique special case happens when people suffer stage fright. In this special case, fear, dread, distress, and anxiety often overwhelm the human brain’s ability to recall what we attempt to accomplish in due course.

 

With too much sensory stimulation, information overload sometimes recurs at once and then destroys our mind’s innate ability to focus on one task at a time each day. This information overload further stresses our body into the perpetual emergency survival mode. Being able to activate our emotional restraints is often crucial for us to perform under pressure. Sometimes we perform under pressure not only for the benefit of remaining diplomatic when we are angry, but also for being able to focus on one task at a time per day despite distractions, difficulties, and disappointments. At any pace, we should remain aware of these negative emotions. Sometimes we use, apply, and leverage these negative emotions to inspire ourselves to complete our tasks, goals, and missions. However, allowing emotions to override our unique core competences only results in negative consequences. We should never let our anger, fear, stress, dread, and distress derail ourselves. Indeed, we should attempt to focus on applying our key competences to perform well in a rational, logical, and cost-effective manner. In this fresh light, our peak performance should happen with virtually no, few, and minimal emotional interferences.

 

Business success often requires us to sustain a steady and optimistic attitude with dependable manners. We should adjust calmly to unforeseen changes in external life circumstances, vicissitudes, scenarios, episodes, and so on. Even in the worst-case scenario, we remain emotionally open. In the broader business environment, we should not let our emotions dictate our thoughts, insights, worldviews, actions, responses, decisions, and behaviors. In order to maintain serenity at work, we can cultivate several strategies for better coping with fear, stress, pressure, and anxiety. To make others feel confident about our collaborations, we act, perform, and make decisions openly, ethically, and transparently. If we remain scrupulous most of the time, others trust us to admit our mistakes in time. Even when we sometimes make mistakes, all our team players can still work together to find proper solutions in due course. 

 

Change is the new constant fact in the broader business context. It takes the rare unique ability for us to acclimatize to meet variable customer needs, demands, and preferences. We listen to many supportive expert views, opinions, and judgments. We entertain several new ideas, insights, worldviews, as well as novel approaches to the same old problems. In order to build the next disruptive innovations, we often add our emotional competences to present creative combinations of prior art ideas to others for their careful review, support, and convenience.

 

When our work combines creative innovations with new challenges, we sustain the flow experience when we immerse ourselves in some jobs, tasks, and missions so much that we lose track of time. This fresh inspirational work often energizes us to perform our best with almost minimal time, effort, and energy. In this unique special case, our hard labor becomes almost effortless. This internal motivation serves as the vital, crucial, and practical component of peak performance. Many companies value, prize, and welcome this high level of dedication, optimism, and a fresh quest for iterative continuous improvements. The vast majority of team players who think and feel their company’s key values, beliefs, and life principles align well with theirs come closest to this rare unique kind of commitment. This mutual trust helps breed greater team loyalty. An optimistic attitude can make a real difference in how these knowledge workers view reversals, either as new stepping stones for them to learn from their errors, mistakes, and even epic failures, or as complete stumbling blocks, obstacles, difficulties, and disappointments. Such team players who often immerse themselves in the flow experience at work bounce back better with good grit, focus, mood control, social empathy, motivation, resilience, and the growth mindset.

 

One of the best sales strategies requires strengthening greater social ties with the mainstream customers, especially the most unhappy customers. These social ties require senior leaders to empathize with the mainstream customers in light of their needs, desires, demands, pain points, preferences, and business success stories.

One of the best sales strategies requires putting ourselves in the customer’s shoes. In a rare unique fashion, we can often figure out new creative combinations of prior art tests, trials, techniques, innovations, and approaches to the same old problems. Such social empathy serves as a rare unique dynamic capability for us to intuit the internal cues, rewards, motives, and emotions of others by picking up small, subtle, and incremental clues about their personality traits, thoughts, insights, worldviews, actions, demands, likes, dislikes, and other preferences from their vocal manners, decisions, and behaviors. In essence, this social empathy remains one of the most basic, vital, and essential social skills in our modern life, business, innovation, and entrepreneurship. Indeed, we often empathize with others with concomitant social grace. For smarter, faster, better, and broader business success, we use, sharpen, and practice such subtle social sensitivity to the internal cues, rewards, worldviews, needs, motives, desires, demands, and emotions of others. Such social sensitivity supports our rare unique ability to provide higher-quality goods, services, and even new, non-obvious, and flexible business models. Further, senior business leaders often serve as key mentors, coaches, and teachers to their direct reports and other junior team players. All of these team players navigate many diverse personalities, expert views, opinions, judgments, emotions, and even potential personal conflicts in the workplace. Senior business leaders unite, divide, and conquer lean-startup teams for smarter, faster, better, and broader blue-ocean niche market strategies, disruptive innovations, and iterative continuous performance improvements.

 

In life, business, innovation, and entrepreneurship, senior leaders learn to be good listeners. Good listeners often practice social empathy to share common interests with team players. When we serve as good listeners, people tend to open up to tell us more details with all sorts of intrinsic cues, colors, motives, needs, and emotions. In exchange for more granular information, these senior leaders should be able to provide positive, constructive, and objective real-time feedback in support of peak performance as part of team chemistry, gameplay, and dynamism. Sometimes too much empathy can be a drawback too, especially if we should make decisions with no regard to emotional fallout. In practice, peak performance requires strong social interpersonal relationships. For this reason, senior leaders should pay attention to the emotional impact of major decisions in modern life, business, innovation, and entrepreneurship. Just as many peak performers strike a delicate balance between reason and passion, these senior leaders should seek to maintain a sound balance between smart execution and social sensitivity to the intrinsic cues, needs, motives, demands, desires, and emotions of others.

 

In our current culturally diverse workforce, it is vital for us to respect the differences among people in terms of their growth mindsets, keystone habits, social skills, hard worldviews, intellectual focus insights, and iterative continuous improvements. For this reason, we attempt to pull everyone together as a rare unique team in modern management. When we design, maintain, and further reinforce a team atmosphere of mutual trust and respect for each person’s skills, talents, core competences, and dynamic capabilities, our disagreements, differences, and distinctions can result in fresh competitive advantages and opportunities for personal growth, mood control, focus, group support, internal motivation, and resilience. Whether we are aware of our broader social impact in the workplace, our positive intrinsic attitudes, emotions, and expectations often influence our managers, teammates, co-workers, and other colleagues. Our self-awareness helps us better understand many different insights, expert views, opinions, judgments, and perspectives. In effect, this self-awareness often helps us evaluate the hidden internal cues, rewards, motives, emotions, and expectations of others in the workplace. In this fair evaluation, we support all kinds of team negotiations. The best way for us to persuade others involves starting from their intrinsic cues, motives, desires, and expectations. Getting what we want often requires building a deeper, closer, and more robust emotional connection between the influencers and the negotiators in the broader team context.  

 

A key part of strengthening our social empathy involves developing our rare unique ability to set aside our interpersonal disagreements, distractions, disappointments, demands, desires, and other negative ideas, emotions, and expectations. Indeed, we share substantially more common interests than our disagreements after all. In practice, each one of us can become fully present, mindful, and cooperative for the social situation at hand. When we marshal our emotions, this non-violent approach finds powerful expression by connecting our needs to the intrinsic motives, desires, demands, and expectations of others. In such much more peaceful communication, we refrain from blaming, judging, and criticizing others. Emotional connections can often serve as the crucial foundation for us to better influence the target audience. All our team players can learn to become better, more effective, and more powerful team influencers, communicators, and negotiators in the broader business context. Lifelong learners listen, focus, adapt, respond, and collaborate with others through sound social skills and interpersonal relationships.

 

In life, business, innovation, and entrepreneurship, many founders, inventors, and entrepreneurs inspire subject matter experts to pursue the bigger, brighter, broader, and bolder long-term vision, social good, or life purpose. Senior leaders learn from their advisors, strategists, specialists, subject matter experts, analysts, and several other staffers only if all of these team players genuinely seek to follow their leaders. In Silicon Valley, founders, venture capitalists, and entrepreneurs remove the core values, central beliefs, life principles, and internal corporate cultures when they lay off hundreds of knowledge workers (who chose to follow their leaders in good faith).

Many senior leaders are quite adept at the social skills and emotional competences for career advancement, but these senior leaders falter because they refuse to be open to their direct reports and other junior team players. In modern life, business, innovation, and entrepreneurship, many cofounders, inventors, and entrepreneurs inspire subject matter experts to pursue the bigger, brighter, and broader long-term vision, social good, or life purpose. These senior leaders learn from their advisors, strategists, specialists, subject matter experts, analysts, and several other staffers only if all these team players genuinely seek to follow their leaders. In Silicon Valley, cofounders, venture capitalists, and entrepreneurs remove the core values, central beliefs, life principles, and even entire internal corporate cultures when they lay off hundreds of knowledge workers who chose to follow their leaders in good faith. In addition, these team players follow the charismatic styles, cultures, and emotions of their senior leaders in order to complete business goals, tasks, and missions. At the same time, these followers further serve the longer-term vision, social good, or life purpose when their leaders convey positive teamwork, loyalty, and optimism in accordance with the long-run lofty social purpose. Many team players resonate to these core values, beliefs, and life principles as their senior leaders communicate these bits and pieces of internal organizational cultures in corporate conferences, departmental committees, team discussions, and one-on-one conversations.

 

As senior leaders listen, learn, focus, and respond to team interactions with greater social sensitivity, empathy, and internal motivation, these senior leaders can better understand common fears, dreads, worries, concerns, and anxieties in the broader business context. In time, these senior leaders develop their tact to cope with hard times. In response to senior leadership, team players pivot, persist, and persevere with better emotional intelligence, motivation, and resilience as they navigate these hard times of major setbacks, failures, obstacles, difficulties, and disappointments. These senior leaders inspire the vast majority of team players to perform well when these team players see clearly that their leaders value their individual contributions. In due course, the overall emotional intelligence of senior leadership translates into organizational EQ. In time, this positive attribute attracts new customers, new sales, and new profits, even more than brains and past track records combine to achieve. Ultimately, these leaders become great lifelong learners, listeners, communicators, influencers, and negotiators in the broader business context.

 

Today, it has become increasingly vital for business organizations to develop high-EQ networks with group creativity and intellectual power. When the team performs well with high EQ, the key results, outcomes, and other performance metrics prove to be better than several managerial forecasts made on the sole basis of individual contributions. Identifying what we might have in common with another team player serves as the vital first step in building, strengthening, and maintaining rapport with that person. In time, all these small, subtle, and incremental emotional connections help formulate a denser, tighter, and broader network of interpersonal relationships. These social networks of interpersonal relations can often help extend our potential social impact, influence, and prevalence far beyond the common limits of individual reach. These high-EQ social networks of interpersonal relationships often turn out to be significantly more important when the senior leaders decide to outsource key functions to external trade partners, service providers, and numerous other outside collaborators.

 

In the past decades, star performers secured significantly higher salaries, bonuses, and more promotions than good team players with high EQ. As many organizations realize significant bottom-line results with lean-startup teams, these organizations start to change the prior long prevalent mega trend for star performers. A lean and flexible confederation of high-EQ team players now tends to perform better than a traditional authoritarian structure. Team rules that emphasize mutual respect tend to promote mutual trust, solidarity, group creativity, and organizational consensus. Adept team leaders should model self-confidence, self-awareness, and greater EQ. These team leaders should remain open to new ideas, expert views, opinions, and judgments. In time, these team leaders remain eager to analyze real-time feedback to make iterative continuous improvements in team performance.

 

As these team leaders mature over time, so does their intellectual radar for sensing the small, subtle, and incremental emotional dimensions of human interactions. In addition to professional expertise, almost all of our team players can enhance their rare unique dynamic capabilities and emotional competences with careful practice. At any pace, these team leaders should be happy, open, and ready to change their keystone habits for the better. In time, these team leaders should be eager to stay self-aware and mindful of their growth mindsets, social skills, hard truths, prescient insights, intellectual worldviews, actions, emotions, decisions, and behaviors etc.

 

In life, business, innovation, and entrepreneurship, lean-startup leaders should be socially sensitive to the internal cues, rewards, and emotions of most team players. The intangible benefits should help connect each team player’s personal values to her job and the bigger, brighter, and broader longer-term vision, social good, or life purpose. Senior leaders should communicate their core values, central beliefs, and life principles in accordance with this longer-run vision, social good, or life purpose. Honest, open, and transparent communication, collaboration, and social sensitivity help focus group attention on basic human needs, motives, desires, demands, and preferences. Mutual trust, respect, and common courtesy can often go a long way toward raising organizational EQ in our modern life, business, innovation, and even entrepreneurship.

 

With better EQ, lifelong learners listen, focus, adapt, respond, and collaborate with others through sound social skills and interpersonal relationships. Star performers who harness better EQ relish change, find exhilaration in the innovation cycle, and even seek to disrupt some strategic sectors with new technological advancements. These lifelong learners question their prior assumptions, remain open to new ideas, and let go of false beliefs and sentiments. As a result, these lifelong learners adapt to swift changes in external circumstances, vicissitudes, scenarios, and episodes. In response to substantial uncertainty, these lifelong learners move fast to disrupt some strategic sectors with their new lean-startup ventures and blue-ocean market strategies.

 

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This analytic essay cannot constitute any form of financial advice, analyst opinion, recommendation, or endorsement. We refrain from engaging in financial advisory services, and we seek to offer our analytic insights into the latest economic trends, stock market topics, investment memes, personal finance tools, and other self-help inspirations. Our proprietary alpha investment algorithmic system helps enrich our AYA fintech network platform as a new social community for stock market investors: https://ayafintech.network.

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This free ebook, AYA Analytica, shares new economic insights, investment memes, and stock portfolio strategies through both blog posts and patent specifications on our AYA fintech network platform. AYA fintech network platform is every investor's social toolkit for profitable investment management. We can help empower stock market investors through technology, education, and social integration.

We hope you enjoy the substantive content of this essay! AYA!

 

Andy Yeh

Co-Chair

Brass Ring International Density Enterprise (BRIDE) © 

 

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It took us 20+ years to design a new profitable algorithmic asset investment model and its proprietary software technology with U.S. fintech patent protection over 20 years. Our new AYA fintech network platform serves as everyone’s first aid for his or her personal stock investment portfolio. In practice, our own proprietary software technology empowers each investor to apply real-time data, intelligence, and other information without exorbitant time commitment. Our alpha stock signals can help substantially boost the typical win rate from 60%-70% to more than 90%.

Our new alpha model empowers members to be a wiser stock market investor with profitable alpha signals! The proprietary quantitative analysis applies the collective wisdom of Warren Buffett, George Soros, Carl Icahn, Mark Cuban, Tony Robbins, and Nobel Laureates in finance such as Robert Engle, Eugene Fama, Lars Hansen, Robert Lucas, Robert Merton, Edward Prescott, Thomas Sargent, William Sharpe, Robert Shiller, and Christopher Sims.

 

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