Daniel Goleman's Blog, page 14
January 2, 2014
Daniel Goleman: Organizational Attention Deficit Disorder
Many leaders in large organizations manage global teams. The group may include contract workers, or team members from a merger. Face-to-face interactions aren’t always possible. Getting a group in synch with the project’s goals can be a job in and of itself. As a result of these and other obstacles, managers are often forced to operate in good faith that professionals will act accordingly.
But along the way, there are unfortunate breakdowns. Friction arises from constant missed deadlines, miscommunication, or mismanaged budgets. Managers have a hard time comprehending – or responding to – careless errors from professionals. Such breakdowns are a sign of organizational attention deficit.
Ideally people working as a team are going to be attuned to each other. The star performing teams have the highest harmony, and have certain norms for maintaining that harmony such as:
They are very aware of each other strengths and weaknesses.
They let someone step into or out of a role as needed.
They don’t let friction simmer until they explode.
They deal with it before it becomes a real problem.
They celebrate wins, and they have a good time together.
This becomes more difficult if people are working at a distance – physically or emotionally. If you have people on a team who don’t tune-in, it lowers the harmony. That is exacerbated by a virtual connection, people working by email who never see each other face-to-face.
Ways to overcome organizational ADD
Meet face-to-face. If possible, get everyone together for a one- or two-day offsite meeting. If you know the other person, you can overcome the distance that the virtual world creates.
Leaders must guide attention. The best leaders sense when and where to shift the collective focus of a team, getting it there at the right time – for example, to capitalize on an emerging trend.
Set clear project goals. Let people know what’s expected, and why their contribution matters in the grand scheme of things.
Resist the “Us versus Them” mindset. Actively look for the common goal between yourself and the other person or team. This helps eliminate any built-in adversarial filter you bring to a project.
Provide sufficient time to get the work done. Many managers believe that they can stimulate creativity by putting people under very tight deadlines. That's a myth. In fact, across the board in general, people are more creative when they have a little bit of time to explore a problem, reflect on what they're doing, gather new information, and to talk to people who might have different perspectives, which can be enormously useful.
Unplug. Tech distractions can affect performance and face-to-face communication. Limit the number of screens open on your computer. Turn off your cell phone if you’re under a deadline.
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For more on developing organizational and personal focus, listen to my interview with Dr. Relly Nadler and Dr. Cathy Greenberg on Leadership Development News.
Daniel Goleman’s new book FOCUS: The Hidden Driver of Excellence and CD Cultivating Focus: Techniques for Excellence are now available.
His more recent books are The Brain and Emotional Intelligence: New Insights and Leadership: The Power of Emotional Intelligence – Selected Writings (More Than Sound). Leadership: A Master Class is Goleman’s comprehensive video series that examines the best practices of top-performing executives.
Photo: Kiefer pix / shutterstock
December 19, 2013
Daniel Goleman: Perfect Practice Makes Perfect
The “10,000-hour rule” – that this level of practice holds the secret to great success in any field – has become sacrosanct gospel, echoed on websites and recited as litany in high-performance workshops. The problem: it’s only half-true.
Ten thousand hours of practice may or may not bring you to the top of your game, and the reason is this: if you are a so-so golfer and you have a so-so golf stroke and you practice that golf stroke in a so-so way, in 10,000 hours you are still going to have the same poor golf stroke.
A psychologist named Dr. Anders Ericsson from Florida State University came up with the 10,000-hour rule. He first discovered it with violinists. He found that the first violin had practiced 10,000 hours, second violin 7,500 hours, and so on.
However, he also said that it’s not enough just to practice that sheer number of hours; you have to do it in a smart way. The smart way is to have an expert eye, a coach, look at how you perform and give you feedback on what you should practice next to improve. This is what a really fantastic executive coach would do, for example.
People who are only amateur, Ericsson found, will practice about 50 hours and, however good they are at the point, they stabilize. They don’t have that extra feedback that gives you the continuous improvement you need.
One of the things executive coaches often tell me is that a large percentage of leaders fail to give feedback to their team. That’s a missed leadership opportunity. A good coach will offer a leader some extra feedback on how to give feedback to their team.
Learning how to improve any skill also requires top-down focus. Neuroplasticity, the strengthening of old brain circuits and building of new ones for a skill we are practicing, requires our paying attention. When practice occurs while we are focusing elsewhere, the brain does not rewire the relevant circuitry for that particular routine.
Daydreaming defeats practice; those of us who browse TV while working out will never reach the top ranks. Paying full attention seems to boost the mind’s processing speed, strengthen synaptic connections, and expand or create neural networks for what we are practicing.
At least at first. But as you master how to execute the new routine, repeated practice transfers control of that skill from the top-down system for intentional focus to bottom-up circuits that eventually make its execution effortless. At that point you don’t need to think about it – you can do the routine well enough on automatic.
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Executive coaches: Share your tips for helping leaders reach the top of their game in the comments, or tweet them @DanielGolemanEI using #focus.
For more on executive coaching and the importance of focus, listen to my interview with Dr. Relly Nadler and Dr. Cathy Greenberg on Leadership Development News.
Daniel Goleman’s new book FOCUS: The Hidden Driver of Excellence and CD Cultivating Focus: Techniques for Excellence are now available.
His more recent books are The Brain and Emotional Intelligence: New Insights and Leadership: The Power of Emotional Intelligence – Selected Writings (More Than Sound). Leadership: A Master Class is Goleman’s comprehensive video series that examines the best practices of top-performing executives.
Related articles:
The signs on a leader's empathy deficit disorder
How to achieve a flow state
Systems blindness: the illusion of understanding
The role of attention for creativity
The art and science of performance reviews
December 9, 2013
Daniel Goleman: Another Way to Lean In
My seatmate on a San Francisco-New York flight was talking about how to equalize the gender ratio among business leaders. My friend, director of a 600-person division that innovates services for a global technology company, felt that singling out of women for preferential treatment creates another problem: “It enhances the perception of women as the weaker gender, who need special help. The solution is not around magnifying the difference – it’s about removing the difference.”
The worst case scenario: promoting women simply in the interest of gender fairness, who do not have the requisite skill set and who then fail in those positions.
There’s a better strategy for equalizing the gender gap in leadership: build women’s leadership strengths – and men’s too.
First, some background. Data from companies worldwide shows that the competencies that distinguish leaders in the top ten percent of performance from average ones are weighted heavily toward the emotional intelligence range.
And, on average, norms for women on tests for emotional intelligence are higher than for men. Much of that advantage is because women score more highly on some social skills and on emotional empathy – indicators of social awareness and relationship management. Men, on the other hand, tend to do better on assessments of confidence and managing distressing emotions – a different range of emotional intelligence competencies: self-management.
In general, with any gender difference we’re talking about largely overlapping Bell curves. And such gender differences tend to disappear among star leaders, those in the top ten percent of business performance, according to soon-to-be-published data analyzed by Ruth Malloy, head of the global leadership unit at Hay Group. The men in this star group tend to be more empathic and socially skilled than most men, and the women as confident and emotionally resilient as the men.
So why not help high potential early career employees – men and women alike – develop strengths in this skill set? This approach builds high performance into the ranks of an organization’s future leaders.
Over the holiday I saw my niece, Naomi Wolf, a leading thinker on gender issues. She told me about training work she’s done with early career potential leaders. “When I train young women, I often see patterns of speech and self-presentation that they have been socialized to adapt in their younger years to be seen as ‘nice’, but that undercut their effectiveness in the job market and for promotions.”
One common pattern: seeming hesitant to offer an opinion or introducing their remarks by an apology or equivocation like, “I’m no expert, but…” Or, Naomi says, another pattern is “peppering their speech with the intonation of a question, which dials down the likelihood of their being put in a position of authority.
And for men, the problem pattern often reflects poor listening and empathy skills, as shown, for instance, by talking over other people or cutting off someone else’s remarks as they take the floor.
“I wouldn’t want anyone with poor presentation skills like these to represent my business,” Naomi told me.
For several years she has worked with successive classes of Rhodes Scholars on these skills. “It doesn’t matter how talented someone is if they can’t present their talents well,” she noted.
In the leadership training she’s done with young people, Naomi says, “we’ve found that with just a short session they are able to let go of these socially imposed patterns and find a true voice for themselves.”
An enterprising company could offer such training programs to help high potential early career employees boost emotional intelligence-based leadership competencies like self-confidence and emotional resilience, listening and collaboration. That should build a deeper pool of candidates for leadership positions.
If that company also made these leadership capabilities the basis of promotion decisions – and date shows this is a smart HR strategy in any case -- women in general are likely to be somewhat favored in advancement. And all those promoted for these reasons – men and women alike – will be leaders who strengthen company performance.
It’s a win-win for a company’s leadership future and gender parity alike.
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Daniel Goleman’s new book
FOCUS: The Hidden Driver of Excellence
and CD
Cultivating Focus: Techniques for Excellence
are now available.
His more recent books are The Brain and Emotional Intelligence: New Insights and Leadership: The Power of Emotional Intelligence – Selected Writings (More Than Sound). Leadership: A Master Class is Goleman’s comprehensive video series that examines the best practices of top-performing executives.
Related articles:
The signs of a leader's empathy deficit disorder
Specs for Microsoft's next CEO
December 8, 2013
Specs for Microsoft’s Next CEO
There are three kinds of focus every leader needs:
1) an inner focus for self-awareness and self-management;
2) a focus on others for empathy, clear communication and interpersonal effectiveness;
3) and a systems focus, reading the outer world in order to come up with an effective strategy.
At Microsoft a failure in a wider focus seems to have had negative consequences: the company missed chances to lead every major tech development of the last several years, from search and the cloud to social and mobile computing. During those years the stock lost more than half its value.
With Steve Ballmer’s imminent departure, the question is: What should they look for in Microsoft’s next CEO? Here are my thoughts, in terms of the three kinds of focus.
Strategic orientation: product-focused visionary. Microsoft under Ballmer’s reign mainly followed a strategy of exploitation – making the most of the already profitable MS product line – rather than exploration. Now they need to explore – to find new and innovative products that become a market force. Identifying and championing innovative products and services takes an outer focus – a firm grasp of the larger systems and evolving forces at work in technology, the economy, and the culture.
A team-builder. This means making smart people decisions at the C-level. Many there now are, no doubt, outstanding. But a new CEO will likely bring in some new players. A smart hiring assessment requires the second focus, reading other people. That skill will also be essential for team building. “Building relationships is the sine qua none of this job,” said Douglas McKenna, CEO of the Oceanside Institute in Seattle, who set up Microsoft’s leadership development program under Bill Gates. “You have to build relationships in the context of the tension of creative disagreement.”
Assertiveness. The CEO will need to be as tough, smart and self-confident as Bill Gates, the CEO’s boss as board chair. “Bill Gates is unbelievably self-disciplined,” McKenna noted. “The CEO will have to match him in this,” at a company where the DNA contains strands of assertiveness bordering on aggression. Such a level of self-confidence manifests a self-awareness that candidly appraises one’s own strengths and weaknesses – so you know in your heart what you are good at and what you firmly believe. This takes a keen inner focus.
A while back I gave a presentation at Google on the competencies that distinguish star leaders – top 10 percent performers – abilities like the drive to pursue goals with one-pointed focus, teamwork and collaboration, adaptability. The pushback was telling: what might distinguish stars from average at other companies was only baseline at Google – threshold abilities you needed just to stay in the game. That would likely be true at the higher levels of Microsoft as well.
In addition to Douglas McKenna, I consulted Claudio Fernandez-Araoz, author of Great People Decisions and of the upcoming It’s Not the How or the What but the Who, and senior adviser at the global executive search firm Egon Zehnder. Claudio is an old friend and widely acknowledged as the world expert on how to find the right C-level person for a given company (and whose firm, for the record, is not involved in this search).
He noted that because Microsoft needs drastic change, the word on the street is that they need a CEO from outside the company. “That’s a simplistic generalization,” Claudio noted. “On average, when a company is doing poorly, outsiders tend to do better – but that‘s on average. I would not rule out an insider.”
In addition to getting the right person as new CEO, Claudio recommended putting together a team at the top that’s able to update and revise their strategy as the turbulence in the tech world churns their operating context. This means abilities like curiosity and quick learning, insight to connect the dots, openness to feedback, separating the signal from the noise to create a compelling vision, and resilience under pressure.
And Douglas McKenna added that in addition to having a broad view of how the world is evolving, the CEO will need to be “deeply involved in the mechanics of a Microsoft that can carve out a place in that world.”
The post Specs for Microsoft’s Next CEO appeared first on Daniel Goleman.
What I Learned While Writing Focus
I have been tracking the field of attention for about 30 years. My dissertation as a graduate student was actually on meditation, and meditation as a way of managing stress reactivity.
A lot of us who were interested in it were trying to shoehorn it in, but the faculty wasn’t interested. They thought it was a crazy topic, and that there was no point in pursuing it.
What I’ve seen now from Richard Davidson’s research, who I talked to extensively for the book, are really gold-standard studies: brain imaging of highly advanced meditators that shows something we all maybe suspected way back when. Western psychology and western culture had too limited a view of human potential in transforming the mind and in how far attentional training could go. Meditation from a cognitive science point of view is the retraining of attention.
Read the full article at Mindful.org
The post What I Learned While Writing Focus appeared first on Daniel Goleman.
Leaders Need Three Kinds of Focus
Daniel Goleman, author of “The Focused Leader,” explains why leaders need to cultivate a triad of awareness — an inward focus, a focus on others, and an outward focus.
The post Leaders Need Three Kinds of Focus appeared first on Daniel Goleman.
December 6, 2013
How Emotionally Intelligent Are You? Here’s How To Tell
By Carolyn Gregoire
What makes some people more successful in work and life than others? IQ and work ethic are important, but they don’t tell the whole story. Our emotional intelligence — the way we manage emotions, both our own and those of others — can play a critical role in determining our happiness and success.
Plato said that all learning has some emotional basis, and he may be right. The way we interact with and regulate our emotions has repercussions in nearly every aspect of our lives. To put it in colloquial terms, emotional intelligence (EQ) is like “street smarts,” as opposed to “book smarts,” and it’s what accounts for a great deal of one’s ability to navigate life effectively.
“What having emotional intelligence looks like is that you’re confident, good at working towards your goals, adaptable and flexible. You recover quickly from stress and you’re resilient,” Daniel Goleman, psychologist and author of Focus: The Hidden Driver of Excellence, tells The Huffington Post. “Life goes much more smoothly if you have good emotional intelligence.”
Read the full article at the Huffington Post
The post How Emotionally Intelligent Are You? Here’s How To Tell appeared first on Daniel Goleman.
December 1, 2013
Daniel Goleman: Specs for Microsoft’s Next CEO
There are three kinds of focus every leader needs:
1) an inner focus for self-awareness and self-management;
2) a focus on others for empathy, clear communication and interpersonal effectiveness;
3) and a systems focus, reading the outer world in order to come up with an effective strategy.
At Microsoft a failure in a wider focus seems to have had negative consequences: the company missed chances to lead every major tech development of the last several years, from search and the cloud to social and mobile computing. During those years the stock lost more than half its value.
With Steve Ballmer’s imminent departure, the question is: What should they look for in Microsoft’s next CEO? Here are my thoughts, in terms of the three kinds of focus.
Strategic orientation: product-focused visionary. Microsoft under Ballmer’s reign mainly followed a strategy of exploitation – making the most of the already profitable MS product line – rather than exploration. Now they need to explore – to find new and innovative products that become a market force. Identifying and championing innovative products and services takes an outer focus – a firm grasp of the larger systems and evolving forces at work in technology, the economy, and the culture.
A team-builder. This means making smart people decisions at the C-level. Many there now are, no doubt, outstanding. But a new CEO will likely bring in some new players. A smart hiring assessment requires the second focus, reading other people. That skill will also be essential for team building. “Building relationships is the sine qua none of this job,” said Douglas McKenna, CEO of the Oceanside Institute in Seattle, who set up Microsoft’s leadership development program under Bill Gates. “You have to build relationships in the context of the tension of creative disagreement.”
Assertiveness. The CEO will need to be as tough, smart and self-confident as Bill Gates, the CEO’s boss as board chair. “Bill Gates is unbelievably self-disciplined,” McKenna noted. “The CEO will have to match him in this,” at a company where the DNA contains strands of assertiveness bordering on aggression. Such a level of self-confidence manifests a self-awareness that candidly appraises one’s own strengths and weaknesses – so you know in your heart what you are good at and what you firmly believe. This takes a keen inner focus.
A while back I gave a presentation at Google on the competencies that distinguish star leaders – top 10 percent performers – abilities like the drive to pursue goals with one-pointed focus, teamwork and collaboration, adaptability. The pushback was telling: what might distinguish stars from average at other companies was only baseline at Google – threshold abilities you needed just to stay in the game. That would likely be true at the higher levels of Microsoft as well.
In addition to Douglas McKenna, I consulted Claudio Fernandez-Araoz, author of Great People Decisions and of the upcoming It's Not the How or the What but the Who, and senior adviser at the global executive search firm Egon Zehnder. Claudio is an old friend and widely acknowledged as the world expert on how to find the right C-level person for a given company (and whose firm, for the record, is not involved in this search).
He noted that because Microsoft needs drastic change, the word on the street is that they need a CEO from outside the company. “That’s a simplistic generalization,” Claudio noted. “On average, when a company is doing poorly, outsiders tend to do better – but that‘s on average. I would not rule out an insider.”
In addition to getting the right person as new CEO, Claudio recommended putting together a team at the top that’s able to update and revise their strategy as the turbulence in the tech world churns their operating context. This means abilities like curiosity and quick learning, insight to connect the dots, openness to feedback, separating the signal from the noise to create a compelling vision, and resilience under pressure.
And Douglas McKenna added that in addition to having a broad view of how the world is evolving, the CEO will need to be “deeply involved in the mechanics of a Microsoft that can carve out a place in that world.”
**********
Daniel Goleman’s new book FOCUS: The Hidden Driver of Excellence and CD Cultivating Focus: Techniques for Excellence are now available.
His more recent books are The Brain and Emotional Intelligence: New Insights and Leadership: The Power of Emotional Intelligence – Selected Writings (More Than Sound). Leadership: A Master Class is Goleman’s comprehensive video series that examines the best practices of top-performing executives.
Related articles:
The signs of a leader’s empathy deficit disorder
Systems blindness: the illusion of understanding
Emotional intelligence and a loyal, motivated staff
November 24, 2013
Daniel Goleman: The Signs of a Leader's Empathy Deficit Disorder
Think of two people who work in your organization: one a level or two below you, and the other a level above. Now imagine getting an email from each of them. Ask yourself how long it would take you to answer those emails.
Chances are the one from above you respond to right away. And the one from below you are likely to answer when you can get around to it.
That difference in response times has been used to map the hierarchy in an organization. And it reflects a more general principle: we pay more attention to those who hold more power than we do – and notice less those who hold less power.
The relationship between power and focus shows up starkly in interactions as simple as two strangers meeting for the first time. In just five minutes of conversation, the person of higher social status generally gives fewer indicators of attention, like eye contact and nods than does the one who holds less social power. This attention gap has even surfaced even among college students from wealthier and poorer families.
That analysis of response times to email was done using the entire email database of Enron Corporation, which became available to researchers after it was used to investigate the firm’s collapse. The program for detecting the social networks in an organization through email analysis was developed at Columbia University, and proved remarkably accurate.
When attention flows along power lines, empathy also takes a hit. When strangers told each other about divorces or other painful moments in their lives, there was more empathy expressed by the less powerful person. Another measure of empathy – the accuracy with which we can tell a person’s feelings from clues like facial expression – also turns out to differ, with lower status people more skilled than those of higher positions.
This fact of social life poses a danger for leaders – after all, the most effective leaders are outstanding at abilities that build on empathy, like persuasion and influence, motivating and listening, teamwork and collaboration.
There are three kinds of empathy. First, cognitive, where you sense how the other person thinks about the world, which means you can put what you have to say in terms they will understand. Second, emotional, where you instantly resonate with how the person feels. And third, empathic concern, where you express the ways you care about the person by helping with what you sense they need.
The signs of a leadership empathy deficit in any or all of these varieties can best be detected by how a leader’s actions impact those he or she leads. Some of the common signs:
1. Directives or memos that make no sense to those receiving them are a sign that a boss does not understand how employees think about their world, and fails to tune in to the language that would make most sense to them. Another sign of low cognitive empathy: strategies, plans or goals that make little sense or seem off-point to those who are to execute them.
2. Communiqués or, worse, commands, that upset those receiving them. This signifies a boss who doesn't accurately read the emotional reality of employees, and so seems clueless to those receiving them.
3. Expressing attitudes that seem cold or just out-of-touch with the issues employees struggle with signifies a lack of empathic concern. Feeling your boss doesn’t care puts employees on the defensive, where they are afraid to take risks like innovating.
Leaders at higher levels are perhaps most in danger of coming down with empathy deficit disorder, for a simple reason: as you rise through the ranks fewer and fewer people are candid with you, willing to give you frank feedback on how you seem to others.
Among the ways to prevent an empathy deficit might be joining what Harvard Business School’s Bill George calls “true north groups,” where you get honest feedback from people who know you well. Another might be creating an informal network of colleagues who will be frank with you (perhaps outside your organization) and staying in regular touch with them – or the same with trusted friends at all levels within your own firm.
High-contact leaders, who wander around and spend informal time getting to know employees, inoculate themselves against empathy deficit. The same goes for leaders who create a workplace atmosphere where people feel safe being candid – including with the boss.
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Daniel Goleman’s new book
FOCUS: The Hidden Driver of Excellence
and CD
Cultivating Focus: Techniques for Excellence
are now available.
His more recent books are The Brain and Emotional Intelligence: New Insights and Leadership: The Power of Emotional Intelligence – Selected Writings (More Than Sound). Leadership: A Master Class is Goleman’s comprehensive video series that examines the best practices of top-performing executives.
Related articles:
Systems blindness: the illusion of understanding
Emotional intelligence and a loyal, motivated staff
Illustration: Digital Vision/Getty Images
November 18, 2013
Daniel Goleman: How to Achieve a Flow State
Many people recently asked me to talk more about the flow state - a topic I touched on in last week's post.
“Flow”, the state where we feel in command of what we do, do it effortlessly, and perform at our best, was discovered by researchers at the University of Chicago. They asked a wide range of people, “Tell us about a time you outdid yourself – you performed at your peak.” No matter who answered – ballerinas, chess champs, surgeons – they all described the flow state. One of flow’s best features: it feels great.
Today we all realize that we do our best work in those special moments when we are in flow. And for leaders helping people get into flow and stay there means they will work at their peak abilities.
But how do you get into flow in the first place? I can think of three main pathways.
The first matches a person’s tasks to his or her skill set. In the Chicago study, this was put in terms of the ratio of a person’s abilities to the demand of the task. The more a challenge requires us to deploy our best skills, the more likely we will become absorbed in flow.
If we are under-challenged – it’s too easy – our performance suffers and we end up bored or disengaged. That’s the plight of a large portion of knowledge workers, some statistics suggest. Upping the challenge would engage more of these people, and for a lucky few perhaps get them into flow.
Another path to flow lies in finding work we love. Doing what we’re passionate about is one sign of “good work,” the topic of research by Howard Gardner at Harvard, Bill Damon at Stanford, and Mihalyi Csikzentmihalyi, the discoverer of flow. In good work we align what we’re best at doing with what engages us and also what fits our sense of meaning and purpose. Good work puts us in a frame of mind where, again, flow can arise spontaneously.
The final common pathway of any approach to flow is fully absorbed focus. The stronger the concentration we bring to a task, the more likely we are to drop into flow while doing it. While the other paths to flow depend on getting the externals right – the challenge/demand ratio, or finding work that aligns ethics, excellence and engagement – full focus is an inner dimension. The better our ability to pay attention to what we choose and ignore distractions, the stronger our concentration.
Strong focus can bring us into flow no matter the task at hand. This is an inner strength we develop and strengthen. Mindfulness, for instance, is one way to bulk up the muscle of attention, particularly if we use mindfulness to notice when we have wandered away from a chosen point of focus and bring our attention back. That, in fact, is the basic repetition for toning up concentration in the mental gym, according to research done at Emory University.
We can strengthen this ability on our own time, just as we would go to the gym after work. A daily mental workout where you use your breath as the point of concentration, and continually bring your wandering mind back to your breath, will bulk up your power to focus. Regular brain strengthening should help you find your way to flow no matter what you do.
This Thursday I’ll be at UC Berkeley to discuss lessons such as these from my new book Focus: The Hidden Driver of Excellence. And on Friday, November 22, I’m speaking at Spirit Rock in Marin County, a center where you can go for retreats on mindfulness – an industrial strength dose of the attention training you’d get at work. There I’m eager to hear from any coaches who are using mindfulness with their clients, or anyone who has learned mindfulness at work, to see what they have to say.
*****
Daniel Goleman’s new book FOCUS: The Hidden Driver of Excellence and CD Cultivating Focus: Techniques for Excellence are now available.
His more recent books are The Brain and Emotional Intelligence: New Insights and Leadership: The Power of Emotional Intelligence – Selected Writings (More Than Sound).
Leadership: A Master Class is Goleman’s comprehensive video series that examines the best practices of top-performing executives.
Related articles:
How attention regulates emotion
