Daniel Goleman is an internationally known psychologist and the bestselling author of the paradigm-shifting Emotional Intelligence. Ranked as one of the most influential business thinkers by Financial Times and Wall Street Journal, Goleman has transformed the way the world thinks about intelligence, relationships, leadership, and high performance in business and beyond. In his presentations, he rejects IQ as the sole measure of one’s abilities and explains that by teaching people to tune in to their emotions with intelligence and expand their circles of caring, we can transform societies and organizations from the inside out and make a positive difference in our world.
Goleman’s newest book, written alongside fellow Leigh Bureau speaker Cary Cherniss, is Optimal: How to Sustain Personal and Organizational Excellence Every Day. Based on two decades of scientific research, Optimal shows how emotional intelligence holds the key to sustainable peak performance on both an individual and team level. Readers will discover how to have an optimal day every day and leaders will reach the final page equipped with the knowledge to build an organizational culture that empowers workers to sustain high performance. Goleman also co-authored the international bestseller Primal Leadership with Leigh Bureau speakers Annie McKee and Richard Boyatzis.
Upon its release, Emotional Intelligence maintained a position on the New York Times bestseller list for a year and a half, sold more than 5 million copies, and was translated into 40 languages. TIME magazine named it one of the 25 “Most Influential Business Management Books.” Goleman’s article “What Makes a Leader?” for Harvard Business Review, speaking to the direct ties between emotional intelligence and measurable business results, was chosen as one of ten “must-read” articles from its pages and remains the most requested reprint in the history of the publication.
Goleman's work on the brain and behavioral science has been nominated twice for the Pulitzer Prize and recognized with the Washburn Award and the Lifetime Career Award from the American Psychological Association. He was made a Fellow of the American Association for the Advancement of Science in recognition of his communicating science to the general public. A former science journalist for the New York Times, Goleman was named a top business guru by Accenture Institute for Strategic Change and to the 2011 and 2013 Thinkers50 list. In 2023, he was awarded the Harvard Graduate School of Arts and Sciences Centennial Medallion for his contributions to society.
Optimal: Building the Emotionally Intelligent Organization
Emotional intelligence (EI) drives profit and growth for a company, just as it generates higher performance for the individual. But how does one build an emotionally intelligent organization? It begins with emotionally intelligent leaders at every level. There are four pillars of EI. 1) Self-awareness: knowing what you feel and why, and how it shapes your perceptions and behavior. 2) Self-management: resilience through rocky emotions and the ability to stay focused on long-term goals despite the crises of the day. 3) Relationship management: effective communication, conflict resolution, and the ability to inspire and influence. 4) Empathy: understanding how others think and feel, and genuinely caring for them in a way that builds trust. The first two components are vital in leading yourself. The last two are crucial in leading others successfully. Strengths in all four pillars are the basis of high-performance leadership and top-performing teams. Over the last two decades, EI has risen among the ranks of the most sought-after skill set in leaders and individuals, surpassing even highly desirable technical skills. In this engagement, Daniel Goleman, the leading authority on emotional intelligence, breaks down the different components that influence every organization's climate and the steps you can take to boost emotional intelligence throughout every level of your organization.
Daniel Goleman’s bestseller "Emotional Intelligence: Why It Matters More Than IQ," completely redefined our understanding of our emotions. He argues that IQ is important, but intellect alone is no guarantee of adeptness in managing one's own emotions or relationships. We need a different kind of intelligence to handle emotions in ourselves and others, and to make better personal decisions, resolve conflicts, or motivate ourselves or others. Becoming emotionally intelligent lets us be more skillful and wiser in each new circumstance. In this engagement, Daniel Goleman invites you to join him in examining how emotional intelligence shapes what we do and offers you tools to understand and harness these influences to positive ends. After this session, audiences will understand and be able to apply Goleman's four essential elements of emotional intelligence. Emotional self-awareness: knowing what one is feeling and understanding the impact those moods have on us. Self-regulation: controlling or redirecting one's emotions; anticipating consequences before acting on impulse, staying positive and achieving goals. Empathy: sensing the emotions of others. Social skills: managing relationships, inspiring others and being effective on teams and in our connections. Armed with these foundations, Goleman will demonstrate that when we are aware and can rely upon our EI ability to change our stance, our perspective, and the meaning we make, we are then poised to choose which mental disposition and actions might best fit the situation.
Teamwork and Making the Dream Work
What makes the most outstanding teams? Daniel Goleman draws on extensive research to reveal how star teams exhibit emotional intelligence at the group level. This means the team is self-aware, manages itself well, has empathy toward other groups, and handles relationships with them effectively. Self-awareness at the team level means members openly acknowledge and work according to each other's strengths and limits. Self-management sees agreement on acceptable behaviors and proactive resolution of problems before they become crises. Empathy and relationship management between teams ensures clear communication and collaboration towards a common goal. Research shows that at the core of high-performing teams is a feeling of psychological safety, a sense of “I belong here” felt by every member. When people feel they belong in a group they can relax, connect well, and offer their best ideas and energies. Goleman sees that feeling of belonging in a group as a more natural, ground up way to achieve the goals of inclusion and diversity, without having to impose a top-down mandate. Using examples from top teams, Goleman reveals the key to building and maintaining excellent teams that consistently produce extraordinary results.