jeremy@emotionalintelligenceatwork.com | 01453 764 615
Category
A short piece about (un)conscious (in)competence
A useful model of how we learn. It applies to any other skill in which there is a strong behavioural component which is also restricted in the choices of behaviour possible.
A short piece about judgement
When we judge someone we apply a label to them that is very hard for them to remove. Our judgments are often ill informed—or at least under-informed—and we naturally fill in
A short piece about the precepts and principles of leadership
Here are precepts and principles of leadership which we find are the most useful
Building rapport—2: 14 tips
Here are a few of the areas in which we can match and lead to build rapport:
Anger
We get angry—for example, if a stranger attacks my child—and it is a visceral, instinctive response. If I am still angry about the situation two hours later, or two years
Commit to growth
For a business to grow, its leaders have to be willing to grow themselves, to change and develop. This is hardly surprising. At the end of the day, businesses are the people
A short piece about what managers who are leaders do
Leaders differentiate themselves from others in four ways. It is important to see that these people are leaders not because they behave in this way: they behave in this way
A short piece about being right
Being right can be a big problem for people in charge—and indeed for people whose quality of service relies on their capacity to give good advice: accountants, financial
Setting the right intention
Accept 100% responsibility for your outcomes and accept that there’s another person in the discussion with their own set of needs, wants, desires and outcomes
A short piece about scarcity models
A scarcity model—as opposed to an abundance model—is a belief that there is not enough happiness, not enough recognition, not enough love, not enough money, not enough work,