Rating: 
Summary: Good EQ Evidence Book & Primer
Review: This book presents much interesting (but not startlingly original) material supporting the importance of soft skills in modern business. Evidence from hundreds of anecdotes and studies in business span sections and chapters addressing: * Beyond expertise- new measures, competencies of stars (e.g. self-awareness, self-regulation, and motivation), and the hard case for soft skills. * Self mastery- the inner rudder, self-control, and what moves us. * People skills- social radar, the arts of influence, and collaboration, teams and the group IQ. * A new model of learning- the billion dollar mistake, and best practices. * The emotionally intelligent organisation- taking the organisational pulse, the heart of performance, and some final thoughts. Strengths include the attractive engaging writing style, the attempt at use of global examples (not just US), the occasional foray into neuroscience's/ psychology; the many business examples across sectors and organisation size/life-cycle; the fully supported assertions and reference materials; and the great summary tables on pages 26-27 (the framework) and 251-253 (training guidelines). Weaknesses include: a lack of use of appropriate illustrations and figures; occasional anecdotes could have usefully been shorter (or as a sidebar); and perhaps the need for a fuller theoretical/scientific framework to structure the book. I felt the section addressing cybernetic organisations should have come much sooner, with more depth (Stafford Beer has much to offer here)- which could itself strengthen the EQ framework, which arguably lacks both direction and performance benchmarking. Further gaps included lack of mention of emotional dissonance when talking about managing emotions in staff, and lack of mention of artificial neural networks when discussing intuition and (non-linear) pattern matching (including emotions or states). Overall, an interesting book that read somewhat like someone defending a lucrative territory of consulting and training programmes, from those joining the bandwagon later. There's definitely much substance, but not presented in a way immediately useful for typical consultants, business executives or researchers. Use with a good industrial psychology change text, to add value to your organisation or clients.
Rating: 
Summary: Unfortunate commercialization of a undefined construct
Review: This book was a huge disappointment for someone looking for theoretical insight towards a more defined construct of emotional intelligence. Goleman's previous book was insightful and did not carry the obvious plugging of his EQ consulting service. The book offered no new ideas and only contributed to muddying the construct of emotional intelligence. Goleman is following (maybe leading) the group of individuals trying to cash in on the 'hot' idea of EQ in corporate America. I hope the concept of emotional intelligence doesn't fall to the waste side as a result of poor application and research. This is not the book for you, if you are looking for anything more than a self help, feel good about your inadequacies book.
Rating:
Summary: A potboiler followup to his original book on emotional intel
Review: This book was extremely disappointing. I read Goleman's original book on emotional intelligence and found it interesting. I purchased this book based on its title about working with emotional intelligence. I expected some guidance about how to work with people (employees) to improve aspects of their emotional intelligence. For example, how to help a person who is weak in self-confidence. This book, however, simply repeats the same thing over and over - company A instituted some training in emotional intelligence and it really helped them. Then, company B instituted some training ... Just like politics, helping people is 'local' or person-to-person. It appears that Goleman's answer to problems that people have is 'hire people who don't have those problems.' This book seems to be an attempt to profit from the success of his first book when he has nothing more to say.
Rating: 
Summary: I read both and picked the Quickbook
Review: This book was recommended to me as a resource for emotional intelligence in the workplace. I was looking for something to give to managers here at my company and I also puchased the recommended title on this page, The Emotional Intelligence Quickbook. Working is alright and I can see how it was a good resource when it came out in 1998, but The Emotional Intelligence Quickbook is more up to date and far more practical. It also worked well for us because it comes with a free emotional intelligence test online.
Rating: 
Summary: Success is based on how you apply emotional intelligence
Review: This is a wonderful book, and is truly an insightful look at what helps us to be successful in leadership positions in the workplace. The old model of senior management was based on owning all the information and knowledge and being able to understand what everyone does in fine detail, and was often the "promoted-up-through-the-ranks" type of leader. But with modern business involving so much change, and constantly shifting market demands and organizational structures, what worked well yesterday will not move the organization or your career ahead tomorrow. The author uses as a platform the work on Emotional Intelligence, which unlike typically defined intelligence, focuses on the ability to apply emotional and inspirational information in a variety of social settings and through a vast array of relationships. It is this ability he concludes that predicts success in today's workplace. Among the areas of discussion are five competencies in which our ability is revealed. The first is "Self Awareness" which includes emotional awareness, self-assessment, and self-confidence. How many times have we worked for or with someone who could not control their emotions and lacked the self awareness to understand how their actions impacted those around them? The importance of balancing performance while exhibiting the values of the organization through a positive culture has never been more in need. Many who have the intelligence to do the work, lack the emotional intelligence to build the relationships and culture needed to get the work done through others. The book explores these pitfalls and discusses suggestions for change. The other areas are similar: "Self Regulation" (self-control, trustworthiness, adaptability, innovation), "Motivation" (achievement driven, commitment, initiative, and optimism), "Empathy" (understanding others, developing others, service oriented, politically aware), and "Social Skills" (influence, conflict management, leadership, catalyst, building bonds, collaboration and cooperation, and teamwork). All of the five competencies are presented well, with examples and suggestions for improvement. Some reviewers have noted the lack of "scientific" type of analysis, but I feel that misses the point. The first hurdle to overcome if one wants to be as successful as possible is a basic awareness of the importance of interpersonal skills, and building strong working relationships with others. The opportunity for a purely autocratic style to operate in today's business is rare and therefore the majority of those leading businesses will need to focus on how they apply their EQ, not just their IQ. This book does an excellent job at presenting what EQ success looks like and why it is important. It is not a step by step manual for improving one's business success, as that would ironically be an IQ approach. The book instead is a great eye-opener of the importance of emotions, and how we read others and interact with them. Highly recommended, and a great starting point for improving your ability to lead others in today's business environment.
Rating:
Summary: Success is based on how you apply emotional intelligence
Review: This is a wonderful book, and is truly an insightful look at what helps us to be successful in leadership positions in the workplace. The old model of senior management was based on owning all the information and knowledge and being able to understand what everyone does in fine detail, and was often the "promoted-up-through-the-ranks" type of leader. But with modern business involving so much change, and constantly shifting market demands and organizational structures, what worked well yesterday will not move the organization or your career ahead tomorrow. The author uses as a platform the work on Emotional Intelligence, which unlike typically defined intelligence, focuses on the ability to apply emotional and inspirational information in a variety of social settings and through a vast array of relationships. It is this ability he concludes that predicts success in today's workplace. Among the areas of discussion are five competencies in which our ability is revealed. The first is "Self Awareness" which includes emotional awareness, self-assessment, and self-confidence. How many times have we worked for or with someone who could not control their emotions and lacked the self awareness to understand how their actions impacted those around them? The importance of balancing performance while exhibiting the values of the organization through a positive culture has never been more in need. Many who have the intelligence to do the work, lack the emotional intelligence to build the relationships and culture needed to get the work done through others. The book explores these pitfalls and discusses suggestions for change. The other areas are similar: "Self Regulation" (self-control, trustworthiness, adaptability, innovation), "Motivation" (achievement driven, commitment, initiative, and optimism), "Empathy" (understanding others, developing others, service oriented, politically aware), and "Social Skills" (influence, conflict management, leadership, catalyst, building bonds, collaboration and cooperation, and teamwork). All of the five competencies are presented well, with examples and suggestions for improvement. Some reviewers have noted the lack of "scientific" type of analysis, but I feel that misses the point. The first hurdle to overcome if one wants to be as successful as possible is a basic awareness of the importance of interpersonal skills, and building strong working relationships with others. The opportunity for a purely autocratic style to operate in today's business is rare and therefore the majority of those leading businesses will need to focus on how they apply their EQ, not just their IQ. This book does an excellent job at presenting what EQ success looks like and why it is important. It is not a step by step manual for improving one's business success, as that would ironically be an IQ approach. The book instead is a great eye-opener of the importance of emotions, and how we read others and interact with them. Highly recommended, and a great starting point for improving your ability to lead others in today's business environment.
Rating:
Summary: Unfortunately not useful
Review: We all know E-IQ is important and do NOT need a book of endless examples to illustrate this. I was looking for practical advice. And the title is clearly misleading. How do you work with E-IQ? This is not mentioned.
Rating:
Summary: A Good Book For Academics
Review: While I found this a helpful and inspiring book, the academic and statistician in me found parts of it hard to take. In a popular book like this there is usually little detail about studies and methodology. But if there had been, it would have been a much more painful read and I would be complaining about that instead. Studies or not, though, much of it is just good common sense and rings true with my own experience of myself, other people, and the workplace. It is a well-written reminder of the qualities that distinguish people who are merely intelligent from those who are both influential and intelligent. It seems to me that the concept of "Emotional Intelligence" might be better called "Emotional Competence," another term Goleman uses often and one that better distinguishes the qualities he is discussing from what we usually talk about as "intelligence" or "intellect." For an older take on some of those qualities, readers might check out Aristotle's discussion of "magnanimity" in the Nichomachean Ethics. Emotionally competent people will be self-aware, self-controlled and self-confident to the extent justified; they will be highly ethical, trustworthy, and honest; they will be motivated; and they will be empathic and take genuine interest in the needs of others. (Aristotle might have some reservations about that last, and add that you need to walk slowly and speak with a deep voice.) Goleman does not deny the importance of conventional intellectual or conceptual skills, but points out, as most of us have seen in our workplaces (and homes) that the ability to understand or come up with an idea is not always accompanied with the motivation and self-discipline to translate an idea into effective action, or to inspire or persuade others to help make that happen. Academics in particular might benefit from this book--if they can willingly suspend disbelief--as a resource to improve teaching and advising and to work more effectively on research teams. The structure of college and university environments sometimes allows the emotionally incompetent more success than they deserve, but would probably also benefit more than other workplaces from faculty and administrators who can master the lessons of this book.
Rating:
Summary: A Good Book For Academics
Review: While I found this a helpful and inspiring book, the academic and statistician in me found parts of it hard to take. In a popular book like this there is usually little detail about studies and methodology. But if there had been, it would have been a much more painful read and I would be complaining about that instead. Studies or not, though, much of it is just good common sense and rings true with my own experience of myself, other people, and the workplace. It is a well-written reminder of the qualities that distinguish people who are merely intelligent from those who are both influential and intelligent. It seems to me that the concept of "Emotional Intelligence" might be better called "Emotional Competence," another term Goleman uses often and one that better distinguishes the qualities he is discussing from what we usually talk about as "intelligence" or "intellect." For an older take on some of those qualities, readers might check out Aristotle's discussion of "magnanimity" in the Nichomachean Ethics. Emotionally competent people will be self-aware, self-controlled and self-confident to the extent justified; they will be highly ethical, trustworthy, and honest; they will be motivated; and they will be empathic and take genuine interest in the needs of others. (Aristotle might have some reservations about that last, and add that you need to walk slowly and speak with a deep voice.) Goleman does not deny the importance of conventional intellectual or conceptual skills, but points out, as most of us have seen in our workplaces (and homes) that the ability to understand or come up with an idea is not always accompanied with the motivation and self-discipline to translate an idea into effective action, or to inspire or persuade others to help make that happen. Academics in particular might benefit from this book--if they can willingly suspend disbelief--as a resource to improve teaching and advising and to work more effectively on research teams. The structure of college and university environments sometimes allows the emotionally incompetent more success than they deserve, but would probably also benefit more than other workplaces from faculty and administrators who can master the lessons of this book.
Rating:
Summary: EMOTIONAL INTELLIGENCE
Review: WORKING WITH EMOTIONAL INTELLIGENCE by Daniel Goleman I read Emotional Intelligence by the same author and thought it was great. I learned a great deal from the first book so I got the second book, Working with Emotional Intelligence. I haven't worked for anyone, or any company for a long time so it was not really a book for me. It's a book about just what the title says. For me, reading it was like a rehash of the first book. If you have a position with other people believe what the author says and 'say go for it'. It will be worth your time and effort to read this book, try, and put emotional intelligence into every decision where influence is an important function. If you are lecturing at meeting or working where emotional intelligence is import and, that's about any job. Then buy a copy of Goleman book, Working with Emotional Intelligence. You will find its money well spent. If you don't have the first book buy it too. I wish Dr. Goleman have spent a little more time on ethics. I can see where this is a dangerous thing to teach to some people.
Roger L Lee
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