{"id":261867,"date":"2026-07-13T18:39:10","date_gmt":"2026-07-13T15:39:10","guid":{"rendered":"https:\/\/1kitap1.com\/en\/great-people-decisions-claudio-fernandez-araoz-1\/"},"modified":"2026-07-13T18:39:10","modified_gmt":"2026-07-13T15:39:10","slug":"great-people-decisions-claudio-fernandez-araoz-1","status":"publish","type":"post","link":"https:\/\/1kitap1.com\/en\/great-people-decisions-claudio-fernandez-araoz-1\/","title":{"rendered":"Great People Decisions – Claudio Fernandez – Araoz (1)"},"content":{"rendered":"
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How are emotional intelligence competencies measured? The most useful tool\u2014the Emotional Competence Inventory\u2014was developed by Goleman and Boyatzis. At the risk of oversimplification, the best way to measure these competencies is not through self-assessment, but by means of observations, and particularly 360\u00b0 assessments. Why is all of this important for people decisions? Because.emotional intelligence\u2014based competencies are essential for any job and are key for out- standing performance.<\/p>\n

As discussed in Chapter 2, performance in complex jobs has a huge spread. If you can assess emotional intelligence\u2014based competencies, you can better predict outstanding performance and therefore generate large economic value. The Bottom Line on Emotional Intelligence But that sort of statement won\u2019t surprise well-informed leaders and man- agers anymore. Today, many organizations (even those that don\u2019t talk out loud about \u201cemotional intelligence\u201d) are well aware that soft compe- tencies are key to success at the top. As a result, many organizations now have a clearly articulated inventory of competencies, and attempt to hire and promote people based on relevant emotional intelligence\u2014based competencies (even though, again, they may not say that\u2019s what they\u2019re doing).<\/p>\n

Within limits that are discussed later, they also use EL-based techniques for executive development purposes. As a result, better people decisions are being made. Daniel Gole- man and his colleagues have had an enormous impact. Looking to the What to Look For next decade, it seems clear to me that this impact will only increase. Our standard of living absolutely depends on excellence at the top, which in large part grows out of these competencies. Therefore, they will be used more and more for people decisions, in all sorts of organizations.<\/p>\n

Additionally, the concept of emotional intelligence will be called upon to restore and defend the reputation of capitalism and free enter- prise. This may sound like a stretch, at first. But if you scratch away at the Enrons, WorldComs, and Adelphias, eventually you find that the root cause of their troubles was not a deficit of either IQ or experience, but a lack of transparency and self-control. What better way to restore faith in business and its leaders than to build emotional intelligence into our organizations?<\/p>\n

Finally, an increasingly globalized world is a more volatile world. This will require a far higher level of emotional intelligence\u2014based com- petencies, in terms of adaptability, empathy, intercultural sensitivity, and leadership. For all of these reasons and more, the emotional intelligence model will be increasingly relevant in the years to come.<\/p>\n

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PUB emai MorstpmUe asl Mame ms racer ccw Tice getting people selection right.\u201d \u2014JACK WELCH \u201c[A] wonderful book, teaching us how to ETc lets master n ys task of any exceptional leader.\u201d \u2014JIM COLLINS CIS Why They Matter So Much, Why They Are So Hard, and How You OV aa A ATALD CLAUDIO FERNANDEZ ARAOZ reat organizations are made up of great people.<\/p>\n

And for leaders at all levels within those organizations, the ability to find, Ie ceer comet B Cael atertt people is an absolutely critical skill\u2014critical to their organization\u2019s success, and critical to their own success. But for most people, making great appointments is difficult, time-consuming, and even scary. Few have received any formal training in it, and there are very few resources available to make up for that lack of training.<\/p>\n

This book fills that gap. It royce y (Comme tts conceptual background and the practical, everyday tools needed to make consistently successful hiring decisions. Great People Decisions is a comprehensive resource for managers who want to improve their erauroyeeUmeesentelacatecete hiring and promoting people, and also for students interested in the field. Yes, hiring eaelastetl om uma har Bryce ae ape mercer crcmerct you can master\u2014to help your organization, and to area veltacele Author Claudio Ferndndez-Ardoz has been in the business of finding and growing great people for two decades.<\/p>\n

Now, in Great People Decisions, he provides simple but sophisticated cuidelines covering the entire range of issues inherent in the hiring, promotion, and delegation of significant responsibilities to high achievers. Great People Decisions meets the needs of leaders at every level in complex organizations. Are you a member of a team that is looking to build its skills in a particular direction? A member of a board that\u2019s (a ee ee A i 7) a ra } Ty tig tg i Bt a.<\/p>\n

4 4 ie 7 ; Apter \u00bb i iy At io ei _ Le oes \u201cSs oie e 7 : : 7 ; a e – rey \u2018has fh iF \u00a9 po i chs | a . ,, fy ” Ar a \/ 4 Pid kt Tit) Roles a6) is) en a, ny p ae A \u2018 i ae ve \u201d nt os i.”<\/p>\n<\/blockquote>\n

This is a short excerpt from the opening of “” by Unknown, quoted for review and introduction purposes. All rights belong to the copyright holders.<\/em><\/p>\n

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