Emotional Intelligence 2.0 PDF Book by Jean Greaves and Travis Bradberry

Emotional-Intelligence-2-PDF-Book

Click here to Download Emotional Intelligence 2.0 PDF Book by Jean Greaves and Travis Bradberry English having PDF Size 10.7 MB and No of Pages 280.

Not experience. Not knowledge or intellectual horsepower. None of these serve as an adequate predictor as to why one person succeeds and another doesn’t. There is something else going on that society doesn’t seem to account for. We see examples of this every day in our workplaces, our homes, our churches, our schools and our neighborhoods.

Emotional Intelligence 2.0 PDF Book by Jean Greaves and Travis Bradberry

Name of Book Emotional Intelligence 2.0
Author Jean Greaves and Travis Bradberry
PDF Size 10.7 MB
No of Pages 280
Language  English
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About Book – Emotional Intelligence 2.0 PDF Book

We observe supposedly brilliant and well- educated people struggle, while others with fewer obvious skills or attributes fl ourish. And we ask ourselves why? The answer almost always has to do with this concept called emotional intelligence. And while it is harder to identify and measure than IQ or experience.

And certainly diffi cult to capture on a resume, it’s power cannot be denied. The shark came at him again, and Butch decided it was time to put up a fi ght. He aimed the sharp, pointed nose of his surfboard at the shark as it approached. When it raised its head out of the water to bite, Butch jammed the nose of the board into the shark’s slotted gills.

Click here to Download Emotional Intelligence 2.0 PDF Book

This blow sent the shark into another bout of nervous thrashing. Butch climbed atop his board and yelled, “Shark!” at the pack of surfers down the beach. Butch’s warning and the sight of the turbulent cauldron of whitewater around him sent the surfers racing for dry land.

Butch also paddled toward safety, but the shark stopped him dead in his tracks after just a few strokes. It surfaced in his path to the shoreline, and then began circling him once more. Butch came to the dire conclusion that his evasive tactics were merely delaying the inevitable, and a paralyzing fear took hold of him yet again.

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Butch lay there trembling on his surfboard while the shark circled. He mustered the will to keep the tip of his board pointed in the shark’s direction, but he was too terror- stricken to get back in the water and use his board as a barrier. Butch’s thoughts raced between terror and sadness.

He wondered what his three children were going to do without him and how long his girlfriend would take to move on –5– with her life. He wanted to live. He wanted to escape this monster, and he needed to calm down if that was ever going to happen.

Butch convinced himself that the shark could sense his fear like a rabid dog; he decided that he must get hold of himself because it was his fear that was motivating the shark to strike. To Butch’s surprise, his body listened. The trembling subsided, and the blood returned to his arms and legs. Emotional Intelligence 2.0 PDF Book

He felt strong. He was ready to paddle. And paddle Butch did—straight for the shoreline. A healthy rip current ensured that his journey to shore was a nerve- rattling fi ve minutes of paddling like mad with the sense that the shark was somewhere behind him and could strike at any moment.

When Butch made it to the beach, an awestruck group of surfers and other beachgoers were waiting for him. The surfers thanked him profusely for the warning and patted him on the back. For Butch Connor, standing on dry land had never felt so good.

The only way to genuinely understand your emotions is to spend enough time thinking through them to fi gure out where they come from and why they are there. Emotions always serve a purpose. Because they are reactions to your life experience, emotions always come from somewhere. Emotional Intelligence 2.0 PDF Book

Many times emotions seem to arise out of thin air, and it’s important to understand why something gets a reaction out of you. People who do this can cut to the core of a feeling quickly. Situations that create strong emotions will always require more thought, and these prolonged periods of self- refl ection often keep you from doing something that you’ll regret.

Self- awareness is not about discovering deep, dark secrets or unconscious motivations, but, rather, it comes from developing a straightforward and honest understanding of what makes you tick. People high in self- awareness are remarkably clear in their understanding of what they do well.

What motivates and satisfi es them, and which people and situations push their buttons. The surprising thing about self- awareness is that just thinking about it helps you improve the skill, even though much of your focus initially tends to be on what you do “wrong.” Emotional Intelligence 2.0 PDF Book

Having self- awareness means you aren’t afraid of your emotional “mistakes.” They tell you what you should be doing differently and provide the steady stream of information you need to understand as your life unfolds. Self- awareness is a foundational skill; when you have it, self- awareness makes the other emotional intelligence skills much easier to use.

As self- awareness increases, people’s satisfaction with life—defi ned as their ability to reach their goals at work and at home—skyrockets. Self- awareness is so important for job performance that 83 percent of people high in self- awareness are top performers, and just 2 percent of bottom performers are high in self- awareness.

Why is this so? When you are self- aware you are far more likely to pursue the right opportunities, put your strengths to work and—perhaps most importantly—keep your emotions from holding you back. Self- management is what happens when you act—or do not act. Emotional Intelligence 2.0 PDF Book Download

It is dependent on your self- awareness and is the second major part of personal competence. Self- management is your ability to use your awareness of your emotions to stay flexible and direct your behavior positively. This means managing your emotional reactions to situations and people.

Some emotions create a paralyzing fear that makes your thinking so cloudy that the best course of action is nowhere to be found—assuming that there is something you should be doing. In these cases, self- management is revealed by your ability to tolerate the uncertainty as you explore your emotions and options.

Once you understand and build comfort with what you are feeling, the best course of action will show itself. Self- management is more than resisting explosive or problematic behavior. The biggest challenge that people face is managing their tendencies over time and applying their skills in a variety of situations. Emotional Intelligence 2.0 PDF Book Download

Obvious and momentary opportunities for self- control (i.e., “I’m so mad at that darn dog!”) are the easiest to spot and manage. It’s human nature to want to create two simple and easy piles of emotions: the good ones and the bad ones. For instance, most people would automatically classify guilt as bad.

You don’t want to feel it—you might even beat yourself up about it—and you do whatever you can to get rid of it. Likewise, we tend to let good emotions like excitement run wild. We pump ourselves up and feed off the energy. The downfall of attaching such labels.

To your emotions is that judging your emotions keeps you from really understanding what it is that you are feeling. When you allow yourself to sit with an emotion and become fully aware of it, you can understand what is causing it. Role models come in all shapes and sizes, and they infl uence our lives in ways that are hard to predict. Emotional Intelligence 2.0 PDF Book Download

One of the most powerful ways to learn self- management is to seek out skilled self- managers to learn their tricks. Most people’s weaknesses in emotional intelligence are simply the product of skills that don’t come naturally to them. In the case of people who are gifted in an emotional intelligence skill.

They are usually very aware of what it is they do well, which makes it easy for you to learn from them. First, fi nd a person whom you consider to be a master self- manager. If you don’t feel that you can spot a skilled self- manager on your own, you can always have someone take the test that comes with this book.

Offer to take your self- management whiz out for lunch or coffee, explain that you are seeking improvement in this skill, and ask him or her to review the self- management section of this book before the meeting. Research suggests the average person has about 50,000 thoughts every day. Sound like a lot? It doesn’t stop there. Emotional Intelligence 2.0 PDF Book Download

Every time one of those 50,000 thoughts takes place, chemicals are produced in your brain that can trigger reactions felt throughout your body. There is a strong relationship between what you think and how you feel, both physically and emotionally. Because you are always thinking (much like breathing), you tend to forget that you are doing it.

You likely don’t even realize how much your thoughts dictate how you feel every hour of every single day. It’s impossible to try and track every single thought you have to see if it’s having a positive or negative infl uence on your emotional state. The thoughts that are most infl uential are those where you literally talk to yourself.

Though you might not realize you have these thoughts, we all have an internal voice inside our head that affects our perception of things. Self- management requires patience, fl exibility, and alertness, which are the fi rst things to go when you don’t get a good night’s sleep. Emotional Intelligence 2.0 PDF Book Download

Getting more sleep at night will probably help you manage yourself better, but not necessarily. The critical factor for an alert, focused, and balanced mind is the quality of your sleep, and for quality sleep you need good sleep hygiene. While you sleep.

Your brain literally recharges, shuffl ing through the day’s memories and storing or discarding them (which causes dreams), so that you wake up alert and clear- headed. Your brain is very fi ckle when it comes to sleep. It needs to move through an elaborate series of cycles for you to wake feeling rested.

Their unique perspective will help you to see things differently, and expand your options. Choose your third party wisely. The people you invite to help you shouldn’t have a vested interest in the situation. The more your “counselors” are personally affected by the situation, the more their perspectives are going to be tainted by their own needs and feelings. Emotional Intelligence 2.0 PDF Book Free

The opinions of people directly affected by your situation will only muddy the waters for you and should be avoided at all costs. You should also avoid someone you know will simply agree with you. While their support feels good, it keeps you from seeing the entire picture.

Sitting down with a potential devil’s advocate may irk you in the moment, but you’ll fare far better having seen things from a unique perspective. Sometimes conversations just don’t go as planned. Either the other person isn’t talking as much as you expected, or you are getting one- word answers.

A 10-second chunk of silence feels like an eternity; you cringe because it is so awkward. You need to pull something out of your back pocket fast. How about a handy back- pocket question? A back- pocket question is what you use just in case to bail you out of any awkward silence or uncomfortable moment.

This social awareness strategy buys you time so you can get to know someone better and shows the other person that you are interested in his or her thoughts, feelings, and ideas. It can be something like: “What do you think about [fi ll in blank]?” Emotional Intelligence 2.0 PDF Book Free

Pick from a handful of issues that require some explanation like work or current events, but avoid politics, religion, and other potentially sensitive areas. The versatile conversationalist knows exactly when to pull out his or her back- pocket question—the conversation needs a kick start, and you’re just not ready to give up yet.

Now let’s replay the former party scenario, but this time with your plan on paper and in tow. After you arrive, you give the host that promised loaf of bread. Check. You spot Jack in the kitchen, and move toward him to fi t in a quick chat and request that business card. Check.

With that done, you notice that Kate is off—she looks somber. You notice right away, not as an afterthought while you drive home. You immediately address the alarm in your brain and pull Kate aside to see if she needs to talk. She appreciates your concern, smiles, and shares her story. Emotional Intelligence 2.0 PDF Book Free

With that, you both return to the group and enjoy the meal in front of you. A bit of planning will not just prepare you for the event; planning will also help you enjoy the event more because you’ll be less stressed and more present while you’re there.

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