Daniel Goleman, PhD, author of breakthrough best sellers Emotional Intelligence and Working with Emotional Intelligence, toppled traditional notions that IQ and technical skills are the essential ingredients for individual success.

He quotes a national survey of what employers are looking for in entry-level workers that supports his own extensive research in the following excerpt from Working with Emotional Intelligence (1998: Bantam Books):

". . .Specific technical skills are now less important than the underlying ability to learn on the job. After that, employers listed:

• Listening and oral communication.
• Adaptability and creative responses to setbacks and obstacles.
• Personal management, confidence, motivation to work toward goals, a sense of wanting to develop one’s career and take pride in accomplishments.
• Group and interpersonal effectiveness, cooperativeness and teamwork, skills at negotiating disagreements.
• Effectiveness in the organization, wanting to make a contribution, leadership potential."

Of seven desired traits, he notes only one was academic: competence in reading, writing and math.

Results of a survey of corporate recruiters of new MBA graduates were similar. "The three most desired capabilities," Goleman reported, "are communication skills, interpersonal skills and initiative."

Senior healthcare executives have begun to recognize the importance of emotional intelligence in themselves and throughout their organizations. Emotional intelligence screening will be offered to participants at the 2004 annual convocation of the American College of Healthcare Executives (ACHE).

If you are interested in learning more about the concept of emotional intelligence and supporting research, check out the following articles, free downloads posted by The Consortium for Research on Emotional Intelligence in Organizations, at eiconsortium.org:

Emotional Intelligence: What it Is and Why it Matters

The Business Case for Emotional Intelligence

Developing Emotionally Intelligent Organizations