Daniel Goleman
Daniel Goleman
Daniel Golemanis an author, psychologist, and science journalist. For twelve years, he wrote for The New York Times, reporting on the brain and behavioral sciences. His 1995 book, Emotional Intelligence was on The New York Times bestseller list for a year-and-a-half, and a best-seller in many countries, in print worldwide in 40 languages. Apart from his books on emotional intelligence, Goleman has written books on topics including self-deception, creativity, transparency, meditation, social and emotional learning, ecoliteracy and the ecological crisis,...
NationalityAmerican
ProfessionSelf-Help Author
Date of Birth7 March 1946
CountryUnited States of America
Social distance makes it all the easier to focus on small differences between groups and to put a negative spin on the ways of others and a positive spin on our own.
In politics, readily dismissing inconvenient people can easily extend to dismissing inconvenient truths about them.
Daydreaming incubates creative discovery.
If you do a practice and train your attention to hover in the present, then you will build the internal capacity to do that as needed - at will and voluntarily.
Emotional intelligence begins to develop in the earliest years. All the small exchanges children have with their parents, teachers, and with each other carry emotional messages.
Well, any effort to maximize your potential and ability is a good thing.
Fear, in evolution, has a special prominence: perhaps more than any other emotion it is crucial for survival.
As a freshman in college, I was having a lot of trouble adjusting. I took a meditation class to handle anxiety. It really helped. Then as a grad student at Harvard, I was awarded a pre-doctoral traveling fellowship to India, where my focus was on the ancient systems of psychology and meditation practices of Asia.
When it comes to exploring the mind in the framework of cognitive neuroscience, the maximal yield of data comes from integrating what a person experiences - the first person - with what the measurements show - the third person.
When I went on to write my next book, Working With Emotional Intelligence, I wanted to make a business case that the best performers were those people strong in these skills.
Teachers need to be comfortable talking about feelings.
Directing attention toward where it needs to go is a primal task of leadership.