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A difference between analog and digitally interrupted intelligence, would it?
1. What is the operating definition of emotional intelligence for this survey? Are respondents all using the same definition? Do they even really have a clue, or have they ever even thought about this before?
2. Do they have IQ assessments to compare their assessments (if any) of emotional intelligence against? And why are IQ tests being used to measure intelligence for these purposes? (Not usually the best method.)
3. Assuming they even understand the questions they are answering, are their reasons for valuing emotional intelligence factually accurate?
4. What amount of bias is expected in taking data fro m people who would be offered and answer this Career Builder survey?
These questions may be answered somewhere, but I won't spend much time digging through the site to find the answers. Then again, what I did find is this idiocy:
http://www.careerbuilder.com/Article/CB-2316-Job-Info-Trends-Numerology-and-careers/
2. Do they have IQ assessments to compare their assessments (if any) of emotional intelligence against? And why are IQ tests being used to measure intelligence for these purposes? (Not usually the best method.)
3. Assuming they even understand the questions they are answering, are their reasons for valuing emotional intelligence factually accurate?
4. What amount of bias is expected in taking data fro m people who would be offered and answer this Career Builder survey?
These questions may be answered somewhere, but I won't spend much time digging through the site to find the answers. Then again, what I did find is this idiocy:
http://www.careerbuilder.com/Article/CB-2316-Job-Info-Trends-Numerology-and-careers/
By which is decided: You go to the left; You go to the right -- doesn't have to make sense.
"Tide comes in, tide goes out. Never a miscommunication."
If you are correct, then I am somehow more frightened (in general) than I was before.
If you are correct, then I am somehow more frightened (in general) than I was before.
then follow the path corresponding to that number in this list.
If you feel like it.
If you feel like it.
Like so.
edit: My, but I'm drifting off-topic, about which I was originally interested and serious. (I suppose the lack of real numbers and methods, but easily found numerology, sorta-like kinda-like threw me.)
edit: My, but I'm drifting off-topic, about which I was originally interested and serious. (I suppose the lack of real numbers and methods, but easily found numerology, sorta-like kinda-like threw me.)
Having been a successful supervisor, I do understand what the Article was talking about, and it is in there. What they are saying is that many corporations are looking for people who can communicate well, and who think before they speak, especially with clients and sensitive employees.
Of course, I had to go through several layoffs and positions before I got there. But, it means that for a tech, technical skills are essential. For a supervisor, people skills are essential. For a tech supervisor, both skill sets are essential.
You can't fake it. If you really care about the people you are dealing with, it shows. If you care more about yourself, or about impressing someone else, that shows too. Big management can afford to support the shoe lickers and lickers of other sorts in good times, but in bad times, all the deadwood must go, The Bosses jobs are on the line too. Flattery may help make the Boss feel better, but it doesn't produce results.
Real managers know that they are overhead. They therefore try to help the people under them produce more. Often this means that there is more training and blocking of chaff from 'upstream' going on than those under them ever see. If you see all of that, or if you can't see any of that, then you don't have a good manager.
But, good managers aren't just found, they learn and develop just like everyone else.
If you want to be a good manager, then here are a couple of things you can do.
1. Read up on Demming. A quality control guru from the '70s who used ideas from the '50s (in other words pre-Harvard Business School). Learn and remember Demmings points. You don't have to employ his statistical analysis systems, but you should be looking to understand them. You will hear a lot about how you can't measure the things you do, but that is false. You can measure productivity in any business. If you can't measure it, you can't control it.
2. Dale Carnegie Course. You should take one of these. They are offered in most cities. Learn to communicate better.
3. Toastmasters. It may sound trite, but practice works. Learn to communicate. You should set a goal of DTM. Expect it to take from three to five years.
4. Volunteer. Become involved in some kind of community program. Charity and church related charity work DOES get noticed. You should also volunteer in your professional association. You are a member of a professional association aren't you? If not, then find and join one.
5. Discover and become involved in networking. Networking is how nearly all top jobs are filled. It is how most really large sales are made. If you want to become a top level manager, then you need to a source for others in your network of people. Build your way into an existing network by doing the volunteering and professional associations mentioned above.
I have barely touched the surface of this topic, but it is both real and almost never covered well in most peoples day to day lives. "It's not What you Know, it's Who you Know" is not true, but it does point out some important things. Who you Know is only helpful if you know What They Need. Filling real needs is what every business is really about.
Of course, I had to go through several layoffs and positions before I got there. But, it means that for a tech, technical skills are essential. For a supervisor, people skills are essential. For a tech supervisor, both skill sets are essential.
You can't fake it. If you really care about the people you are dealing with, it shows. If you care more about yourself, or about impressing someone else, that shows too. Big management can afford to support the shoe lickers and lickers of other sorts in good times, but in bad times, all the deadwood must go, The Bosses jobs are on the line too. Flattery may help make the Boss feel better, but it doesn't produce results.
Real managers know that they are overhead. They therefore try to help the people under them produce more. Often this means that there is more training and blocking of chaff from 'upstream' going on than those under them ever see. If you see all of that, or if you can't see any of that, then you don't have a good manager.
But, good managers aren't just found, they learn and develop just like everyone else.
If you want to be a good manager, then here are a couple of things you can do.
1. Read up on Demming. A quality control guru from the '70s who used ideas from the '50s (in other words pre-Harvard Business School). Learn and remember Demmings points. You don't have to employ his statistical analysis systems, but you should be looking to understand them. You will hear a lot about how you can't measure the things you do, but that is false. You can measure productivity in any business. If you can't measure it, you can't control it.
2. Dale Carnegie Course. You should take one of these. They are offered in most cities. Learn to communicate better.
3. Toastmasters. It may sound trite, but practice works. Learn to communicate. You should set a goal of DTM. Expect it to take from three to five years.
4. Volunteer. Become involved in some kind of community program. Charity and church related charity work DOES get noticed. You should also volunteer in your professional association. You are a member of a professional association aren't you? If not, then find and join one.
5. Discover and become involved in networking. Networking is how nearly all top jobs are filled. It is how most really large sales are made. If you want to become a top level manager, then you need to a source for others in your network of people. Build your way into an existing network by doing the volunteering and professional associations mentioned above.
I have barely touched the surface of this topic, but it is both real and almost never covered well in most peoples day to day lives. "It's not What you Know, it's Who you Know" is not true, but it does point out some important things. Who you Know is only helpful if you know What They Need. Filling real needs is what every business is really about.
I still wonder just how many managers follow these sorts of things at all. I know there are certainly some that do, and you, apparently, are one.
Thanks again.
Thanks again.
"I still wonder just how many managers follow these sorts of things at all."
Around 5% Those are the ones that rise in bad times, and end up being CEO some day.
Of the rest, 50% are people who keep doing what they were doing before they were promoted. These are the deadwood of Parkinson's law. They have reached their level of incompetence.
Another 40% or so are the 'yes' men. They may be promoted in good times, but they are a nightmare to work for and a pain for superiors to deal with in bad times.
The remaining 5% or so are the ones who don't get it yet. A lot of them have promise, but it takes several failures before you begin to understand. I was one of those for around 10 years before I 'got it'.
Around 5% Those are the ones that rise in bad times, and end up being CEO some day.
Of the rest, 50% are people who keep doing what they were doing before they were promoted. These are the deadwood of Parkinson's law. They have reached their level of incompetence.
Another 40% or so are the 'yes' men. They may be promoted in good times, but they are a nightmare to work for and a pain for superiors to deal with in bad times.
The remaining 5% or so are the ones who don't get it yet. A lot of them have promise, but it takes several failures before you begin to understand. I was one of those for around 10 years before I 'got it'.
Some drive for social stability others for economic ones. Let's strive to meet somewhere in the middle and hope for matters to improve. Having said that, I respectfully disagree with the above, the prove is in the results that the above mentality has brought us, the Real State conditions in the States, the condition of monetary disarray in Europe, massive unemployment ...I'd gather we "study" Demming & we're networking until we're blue but it seems we don't practice it to bring social order in line with "project" goals. We need a social Demming...
If you're a rock but have no clue, we want you for management! And those are the people that cause the stress! 
... not to employ you, if their real reasons are illegal.
But I may be wrong and some recruiters regard EQ as the most important thing?
http://en.wikipedia.org/wiki/IQ_and_Global_Inequality
But I may be wrong and some recruiters regard EQ as the most important thing?
http://en.wikipedia.org/wiki/IQ_and_Global_Inequality
Every Hiring Manager/person that I have ever known wants Stability and Reliability over anything else.
To that end I want people who will be there at work not some genius who will be great when they are at work but it's unknown how often they will show up for work.
The same applies to EI people great if they are but give me someone who is reliable every time.
My perfect worker is Brilliant, Emotional Intelligence and the important thing is always shows up for work in the morning.
Personally I wouldn't employ myself as I need reliable staff over people who know what they are doing and can deal with everyone that they interact with. I would much prefer to have reliable people who I can train to do their job and train how to work with people who at best are difficult over the Brilliant Person who can do it all but may only be available 1 week in 3.
That is what you'll find all Employers want in any promoted or new staff that they take on. The problem with the above link is that the question asked was deliberately structured to get the answer that the people asking the question wanted. Another example of "Lies, Bloody Lies and then you have Statistics."
Col
To that end I want people who will be there at work not some genius who will be great when they are at work but it's unknown how often they will show up for work.
The same applies to EI people great if they are but give me someone who is reliable every time.
My perfect worker is Brilliant, Emotional Intelligence and the important thing is always shows up for work in the morning.
Personally I wouldn't employ myself as I need reliable staff over people who know what they are doing and can deal with everyone that they interact with. I would much prefer to have reliable people who I can train to do their job and train how to work with people who at best are difficult over the Brilliant Person who can do it all but may only be available 1 week in 3.
That is what you'll find all Employers want in any promoted or new staff that they take on. The problem with the above link is that the question asked was deliberately structured to get the answer that the people asking the question wanted. Another example of "Lies, Bloody Lies and then you have Statistics."
Col
You seem to have some rather strange views on employees. I am glad I never worked for you. I have worked with, and for a short time was one, very bad managers. But, you seem to want to make it an art form.
Real managers make the employees lives easier. If your top people are always taking extra time off, as you infer from the accounts of the very limited times at work, then they are doing something else, Probably looking for work where they will be under a better manager.
You mentioned training, you should look for training yourself. I mentioned some sources in a previous post.
Real managers make the employees lives easier. If your top people are always taking extra time off, as you infer from the accounts of the very limited times at work, then they are doing something else, Probably looking for work where they will be under a better manager.
You mentioned training, you should look for training yourself. I mentioned some sources in a previous post.
After all an Idiot would not get employed let alone last more than a few nanoseconds.
On the other hand the person I had in mind as severely injured in a work related incident that they shouldn't have been doing let alone at that location. They spent 3 years in Hospital and then when they returned could only work about 1 in 3 days.
Yep I certainly made his life easier as much as possible just like the rest of my staff. HR on the other hand got upset when I just treated him as one of the boys at work and didn't give him "Special??? attention. Doesn't mean that I gave him work he was incapable of doing but it also doesn't mean that I held his hand and did his work for him.
Incidently 20 years latter he's still working for me and so are the staff that I had then. They insist that I'm a Mongrel but they will not leave me.
Not sure what I'm doing wrong though.
OH and also the guy who broke his previous Managers Jaw is still working for me over 20 years latter and I've never had him take a swing at me and I???ve never took a swing at him any other time that at a Christmas Party where he insisted that I couldn't get him.
Col
On the other hand the person I had in mind as severely injured in a work related incident that they shouldn't have been doing let alone at that location. They spent 3 years in Hospital and then when they returned could only work about 1 in 3 days.
Yep I certainly made his life easier as much as possible just like the rest of my staff. HR on the other hand got upset when I just treated him as one of the boys at work and didn't give him "Special??? attention. Doesn't mean that I gave him work he was incapable of doing but it also doesn't mean that I held his hand and did his work for him.
Incidently 20 years latter he's still working for me and so are the staff that I had then. They insist that I'm a Mongrel but they will not leave me.
Not sure what I'm doing wrong though.
OH and also the guy who broke his previous Managers Jaw is still working for me over 20 years latter and I've never had him take a swing at me and I???ve never took a swing at him any other time that at a Christmas Party where he insisted that I couldn't get him.
Col
you seem like the type of manager from whom your 'underlings' (for lack of a better word) know pretty much what to expect, exactly where you stand, etc. That's probably why those who are still working for you 20 years on are still working for you 20 years on, whether or not they like you personally. The ability of a manager/supervisor/CEO to spell out precisely what he wants/expects (AND sticks to it) should not be underestimated.
Why when I setup this business with the idea of working a couple of days a week and then having the rest of the time available to play with my toys why they came to me with a list of customers half a mile long and wanted to work for me again.
OK so I did insulate them from Upper Management and heaven help anyone who wanted to tear strips off my staff. That was my problem/responsibility and they all knew exactly where they stood if they screwed up. But it was my responsibility to discipline them if the need ever arose not someone else's.
I have a vivid memory of an Accountant who took a dim view of something one of my staff did and he proceeded to tear into him without even consulting me about this action. When I became aware of what was happening I threw him out of the building and then started to investigate what had happened.
Turns out that the person in question had followed a New Directive from the CEO and the Accountant took it personally so he had to berate the staff member who did as he was told. Not going to happen to my staff ever and that's just the way that it is.
Of course as the sods steal my Classic Cars to drive around to work now I continue to feel used. Seems that they want me to get a 300SL Mercedes as they just love the idea of the Gull Wing Doors as much as me and if they get to drive it around to work so much the better. Of course they don't have to live with the wife who they lie to and take her car.
Col
OK so I did insulate them from Upper Management and heaven help anyone who wanted to tear strips off my staff. That was my problem/responsibility and they all knew exactly where they stood if they screwed up. But it was my responsibility to discipline them if the need ever arose not someone else's.
I have a vivid memory of an Accountant who took a dim view of something one of my staff did and he proceeded to tear into him without even consulting me about this action. When I became aware of what was happening I threw him out of the building and then started to investigate what had happened.
Turns out that the person in question had followed a New Directive from the CEO and the Accountant took it personally so he had to berate the staff member who did as he was told. Not going to happen to my staff ever and that's just the way that it is.
Of course as the sods steal my Classic Cars to drive around to work now I continue to feel used. Seems that they want me to get a 300SL Mercedes as they just love the idea of the Gull Wing Doors as much as me and if they get to drive it around to work so much the better. Of course they don't have to live with the wife who they lie to and take her car.
Col
Yes, you can fake the answers they want to hear. The instructions are in almost every 'how to' guide for job seekers, but that won't help you once you are on the job. There is nearly always a probationary period for that very reason.
Do you really want a resume that shows that you can't hold any job for more than 3 to 6 months?
Do you really want a resume that shows that you can't hold any job for more than 3 to 6 months?
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