감성 지능: 개인적, 직업적 성공의 열쇠

### 감성 지능: 성공과 행복의 열쇠
* 🧠 " 감성 지능은 인공지능이 대체할 수 있는 인지능력이나 IQ와는 달리 **언제나 그대로 유지될 인간의 능력**입니다.
* 📚 자기 인식, 감정 관리, 공감, 관계 관리를 포함한 일련의 개인적 기술인 감성 지능은 **인생의 어느 시점에서든 학습하고 익힐 수 있습니다.**
* 👥 " 뛰어난 성과를 내거나 최고의 리더로 떠오르는 사람들은 **감성 지능이 높으며**, 그 시점에서 **IQ는 그다지 중요하지 않습니다.**"
* 🚌 승객과 따뜻하게 소통하며 승객을 자신의 무리의 일원으로 여기고 **자신의 서비스를 칭찬하는 수천 통의 편지**를 받은 버스 운전사 고반 브라운의 이야기는 감성 지능의 긍정적인 영향을 잘 보여 줍니다.
* 🌍 "사회에서 감성 지능이 높을수록 더 좋습니다. **더 효과적인 육아, 친절, 연민, 환경 보호**로 이어질 수 있습니다."
* 👩 "감성 지능이 높은 상사를 둔다는 것은 **영감, 동기 부여, 지원, 안내, 명확한 기대치**를 통해 최적의 성과를 이끌어낼 수 있다는 것을 의미합니다."
* 💼 "예일 경영대학원의 연구에 따르면 **감정은 전염성이 있으며, 긍정적이든 부정적이든 리더의 상태가 팀의 성과에 큰 영향**을 미친다는 사실이 밝혀졌습니다."
* 🌟 " 저는 항상 사회에 **감성 지능이 많을수록 좋다**고 생각했습니다. 더 나은 세상을 만들 수 있을 거라고 생각해요.

IQ가 아닌 감성 지능이 뛰어난 성과와 효과적인 리더십을 결정하며 사회에 긍정적인 영향을 미칩니다.

You know, in the future, I think emotional 
intelligence will be one of several abilities that we need. Another, of course, is cognitive 
ability, IQ, and maybe AI will take over more and more of that. However, emotional intelligence 
is a human ability and will always remain so. IQ predicts how well you’ll do in your school 
years and how much salary you can make over the course of a career because it says what job 
you can get into, like being a business executive or a doctor or a lawyer. But once you’re in those 
professions, everybody else is about as smart as you are. That’s where emotional intelligence kicks 
in. People who emerge as outstanding performers or the best leaders have high emotional intelligence, 
and their IQ is not that relevant at that point.
I’m Daniel Goleman. I’ve written many 
books, mostly on emotional intelligence. That’s really my favorite topic.
The book Emotional Intelligence.

many years ago, was an international bestseller. I’ve written now five books on the topic. My most recent is Optimal: How to Sustain Personal and Organizational Excellence Every Day. Emotional intelligence is a set of personal skills that we learn in life. It’s a combination of self-awareness, managing your emotions well, empathy, tuning into other people, and putting that all together to have harmonious or effective relationships. Emotional intelligence has been talked about for centuries. Philosophers were talking about know thyself. That’s self-awareness. But when I wrote the Emotional Intelligence book in ‘ninety-five, it was the first time that, for a popular audience, emotional intelligence had become well known. I was a science journalist at The New York Times back then, and I’d been covering a decade of research on the brain and emotion. And in doing so, I came across a very

obscure article called Emotional Intelligence, 
and I loved the title. It was by Peter Salovey, who was just stepping down as the president of 
Yale University, and his then graduate student, John Mayer. And I thought, Wow, what a great 
phrase. It seems like an oxymoron. You don’t put emotions together with intelligence. But 
actually, it’s being intelligent about emotions.
When I wrote Emotional Intelligence, I was 
actually thinking of bringing it to schools. It seemed to me that kids should learn 
from the get-go how to manage themselves, how to tune into themselves, how to tune 
into other people, how to get along, how to behave well, and so on. I was a big advocate 
of what’s now called social-emotional learning. And from early on, my view of emotional 
intelligence hasn’t really changed much, but I integrated it with findings from research 
on outstanding performers. And I saw that

different abilities of high performers, like being able to manage your emotions, fit well in the model. And now I talk about four domains of emotional intelligence and then twelve particular competencies of people who are high in emotional intelligence. Self-awareness means you know what you’re feeling, you know how it shapes your perceptions and your thoughts and your impulse to act. We find in our research that people low in self-awareness are unable to develop strengths very well in other parts of emotional intelligence. People who are high in self-awareness, however, are able to develop excellence across the board. Self-management means when you’re upset, when you’re angry, when you’re anxious, can you manage your emotions? Can you keep them from disrupting your focus on what you have to do right now? We’re having more instances of road rage, of shootings, of people blowing up at other people. There’s a growing need for people in general to get better at this ability.

The third part is social awareness, 
which, in one sense, means practicing empathy. You not only know how the person thinks 
and how they feel, you care about them. This is what you want in your parents. This is what you 
want in your spouse. This is what you want in your lover. This is what you want in your friends. And 
this is what you want in your teachers, doctors, leaders of any kind, people who have influence.
The fourth part of emotional intelligence is relationship management. Can you handle 
conflicts well? Can you keep yourself calm and listen to the other person? Are you 
being an effective communicator? Full rapport means that you feel close, you feel you can 
work with this person, you can trust them.
Unlike IQ, which barely budges over the course 
of our life, emotional intelligence can change. It’s learned and learnable. And it’s learned 
and learnable at any point in life. Emotional

intelligence is not one thing. It’s like going to a doctor for a physical. You get your lipids and your good cholesterol, bad cholesterol. You get fifteen data points. Emotional intelligence is a set of abilities, and each of us has strengths and limitations across that spectrum. So if you want to improve your emotional intelligence, see where you need to improve first. One of the common colds of emotional intelligence is poor listening. You know, we think about what we want to say and we don’t really listen to the other person. We cut them off. We interrupt. Let’s say you wanted to change that. This is a basic of empathy, listening well. So if you want to learn to be better at empathy, you might say, My habit is cutting people off and interrupting. I’m going to make the effort to do it differently. I’m going to listen to the person out,

say what I think they mean, and then say what I 
think. That is a different behavioral sequence. 
And it comes down to the basics of what we call 
neuroplasticity, how the brain changes with   repeated experience, and that’s what underlies 
habit change. It’s a little like crossing your   arms in a new way. Cross your arms in the old 
way, please. Now cross them with the other arm   on top. That feels uncomfortable. That’s what 
it’s like to change a habit. So with listening,   you have to, at first, make an intentional effort. 
It might feel uncomfortable. But as you persist,   it gets more and more comfortable until 
finally, it’s an automatic habit that   will stay with you for years.
You know, I’ve gone around the   world talking to different audiences, 
and one of the things I love to ask is,   tell me about a leader you’ve loved and a 
leader you hate, and tell me one quality that

makes a leader so good or so bad. Basically, the 
leader you hate is low in emotional intelligence. They don’t manage their emotions very well. They 
blow up at people, don’t empathize, they don’t tune in, they don’t understand how clueless they 
are. The leader you love is high in it. Having a boss with high emotional intelligence means 
you feel not only inspired, not only motivated, you feel supported, you feel guided, you feel you 
have clarity about what’s expected from you. You give your best in your best state, in the optimal 
state, not in a desperate, stressed-out state.
Research at the Yale School of Management 
has found that emotions are contagious, and they’re most contagious from the leader 
outward. The leader is most often the center of strong emotions, either negative or positive. 
And this very research by Sigal Barsade has shown that if the leader is in a negative mood, 
very anxious, for example, people on that team

will catch that mood and performance goes 
down. If the leader is in a very positive mood, I feel really good, I feel enthusiastic, then 
people catch that positive mood, and their performance as a team or as a group goes up.
So the leader's state is actually much more important on the ability of people to do good 
work than many people realize, particularly many leaders, actually. But if you have a leader that 
you hate, for example, and sadly, too many people do, then you really don’t give your best. In fact, 
you’re more likely to leave as soon as you can, particularly if you’re talented. So a leader 
with low emotional intelligence is actually draining the organization in the long term. They 
may get results for the quarter by driving people, by stressing them out, but they’re burning 
them out and they’re going to lose good people. So in the short term, they may look 
good. In the long term, it’s a disaster.

I once took a bus up Madison Avenue in New York City on a very hot, humid day. People had a kind of bubble around them, like, don’t touch me, don’t talk to me, and I had the bubble too. I got on the bus, and the bus driver shocked me. He looked at me and very warmly said, Welcome to the bus. How’s your day going? And then I realized sitting on the bus that he was carrying on a conversation with everyone on the bus. You’re looking for suits, are you? Well, there’s a great sale up here on the right at this department store. Did you see the exhibit in the museum on the left? On and on and on. Then people would get off that bus, and they’d been transformed from kind of grumpy to pretty upbeat. It was kind of magical. And years later, I saw an article in the New York

Times about that bus driver. His name, it turned 
out, was Govan Brown. He had fans. People would   wait for his bus. He got three thousand letters 
saying what a great bus driver he was, not one   complaint. And he, it turned out, was the pastor 
of a church, and he saw the people on his bus as   part of his flock. He was tending to his flock. 
He had a purpose that was far greater than that of   the New York Transit Authority, which is something 
like getting as many people to where they want to   go on time as we can. He had a splendid sense 
of what he was doing. It gave a greater meaning   to what he did, and he did it superbly.
I’ve always felt that the more emotional   intelligence in society, the better. I think 
we would have parents who are more effective   in raising kids, who are kinder. We’d have more 
compassion for each other in our interactions with

friends and loved ones, as well as with strangers. 
I think we would care more about the environment, which is why I’ve been happy to be a kind 
of evangelist for emotional intelligence, if you will. I’m not the originator of the 
phrase. I think I made it more famous.
I just think it would make a better world.

12 traits emotionally intelligent people share (You can learn them) | Daniel Goleman for Big Think+

Big Think is the leading source of expert-driven, actionable, educational content -- with thousands of videos, featuring experts ranging from Bill Clinton to Bill Nye, we help you get smarter, faster. Get actionable lessons from the world’s greatest thinkers & doers. Our experts are either disrupting or leading their respective fields. We aim to help you explore the big ideas and core skills that define knowledge in the 21st century, so you can apply them to the questions and challenges in your own life. Other Frequent contributors include Michio Kaku & Neil DeGrasse Tyson.

Head to bigthink.com for a multitude of articles just as informative and satisfying as our videos. New articles posted daily on a range of intellectual topics. ​Join Big Think+ to gain access to an immense library of content. It features insight from many of the most celebrated and intelligent individuals in the world today.

   - Subscribe for daily videos.
   - Business inquiries and fan suggestions welcome.

Big Think

감성 지능은 특히 리더십 역할에서 항상 관련성이 있는 중요한 인간 능력입니다.

감성 지능은 인지 능력을 보완하며 뛰어난 성과와 효과적인 관계를 결정하는 데 더욱 중요해집니다.

저명한 저술가인 다니엘 골먼은 감성 지능의 개념을 대중화하고 교육에 감성 지능을 통합할 것을 주장한 핵심 인물입니다.

감성 지능은 자기 인식, 자기 관리, 사회적 인식, 관계 관리의 네 가지 영역으로 구성됩니다.

높은 수준의 자기 인식은 전반적으로 감성 지능의 우수성으로 이어질 수 있으며, 자기 관리는 오늘날 사회에서 점점 더 중요해지고 있습니다.

공감을 포함한 사회적 인식은 다양한 관계에서 매우 중요하며, 효과적인 관계 관리에는 갈등 해결과 소통이 포함됩니다.

감성 지능은 IQ와 달리 인생의 어느 시점에서든 학습하고 향상시킬 수 있으며, 핵심적인 측면은 잘 듣고 공감을 표현하는 능력입니다.

행동 변화는 신경가소성과 관련이 있는데, 초기의 불편함이 지속적인 노력을 통해 편안한 습관으로 바뀌는 것입니다.

리더의 감성 지능이 높으면 지지와 영감을 받는다고 느끼는 반면, 감성 지능이 낮으면 스트레스가 많은 환경이 조성됩니다.

예일 경영대학원의 연구에 따르면 리더의 감정은 전염성이 있어 팀에 긍정적이든 부정적이든 영향을 미칩니다.

리더의 기분이 팀 성과에 미치는 영향

리더의 분위기는 팀의 성과에 큰 영향을 미치며, 긍정적인 분위기는 열정과 생산성 향상으로 이어집니다.

반대로 감성 지능이 낮은 리더는 장기적으로 조직을 고갈시켜 번아웃을 유발하고 유능한 인재의 이직률을 높일 수 있습니다.

긍정적이고 매력적인 리더십 방식은 팀에 마법과 같은 변화를 가져와 사기를 높이고 전반적인 분위기를 개선할 수 있습니다.

버스 운전사 고반 브라운의 영향력

버스 운전사였던 고반 브라운은 승객들에게 놀라운 영향력을 발휘하여 단 한 번의 불평 없이 존경과 칭찬을 받았습니다.

그는 버스 운전사로서의 역할을 더 큰 소명으로 여기며 승객을 양떼의 일원으로 돌보았습니다.

브라운의 감성 지능과 연민은 더 효과적인 부모, 친절, 환경 보호로 더 나은 세상을 만드는 데 큰 영향을 미쳤습니다.