Patsi Krakoff, Psy. D.'s Articles in Emotional Intelligence

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  • The Art of Positive Emotions: What is Your Attribution Style?
    Everyone knows that when people feel good, they work better, are more creative and more productive. The ability to inspire positive feelings in others is a key leadership quality. Good feelings are like lubrication to the brain - mental efficiency goes up, memory is sharpened, people can understand directions and make better decisions.

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  • Emotional Intelligence in the Workplace
    The concept of emotional intelligence became popular after the immense success of Daniel Goleman's book in 1995: Emotional Intelligence, Why it can matter more than IQ.

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  • Optimism: Why It Matters So Much
    People who are considered successful in life measure high on assessments of optimistic attitudes. It would be easy to presume they are optimistic because they are successful, but there is enough research to show that the optimism comes first.

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  • Managing with Emotional Intelligence: Developing Empathy
    The business community has embraced the concept of emotional intelligence and its importance ever since Daniel Goleman's best-selling book, Working with Emotional Intelligence (1998). But the challenge is to demonstrate that such competencies can be acquired and when they are, that they significantly impact employee performance.

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  • Leadership Coaching for Behavioral Change
    How do you get leaders to change? How do you optimize their talents and potential? What are best practices of executive coaching programs that produce lasting results in effective leadership behaviors that drive business results?

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  • Values-Centered Leadership: Walking the Talk
    All organizations have a mission statement and a set of values or guiding principles. They include such items as Integrity, Customer Service, Quality, Respect, High Performance, Teamwork, Leadership, and Innovation. Often these words are prominently displayed on plaques, posters, laminated cards, and even screen savers.

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  • Understanding Basic Human Behaviors at Work: What Drives You?
    One of the earliest studies of human behavior at work was done at AT&T's Western Electric Hawthorne Plant from 1927 to 1932 by Harvard's Elton Mayo. Their principle findings are still relevant today: when workers have an opportunity to contribute their thinking and learning to workplace issues, their job performance improves.

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  • Survival of the Fittest: Feedback is not for Sissies
    In order to be persistently successful, people and organizations need to adapt continually to their environment. This requires information from the environment. The more open the feedback loops, the more effective the adaptation and change can be. Few leaders have truly open and honest feedback within their organizations

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  • Feeling Good: Creating Emotionally Intelligent Teams
    When Daniel Goleman wrote his landmark books on emotional intelligence in the 90's ( Emotional Intelligence, 1995, Working with Emotional Intelligence, 1998), managers in organizations everywhere nodded heads in agreement. Finally, what they knew to be true about dealing with people had a name and was clearly articulated.

    This article examines emotional intelligence in teams.

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  • Personality Types in Executives: What Works
    The Myers-Briggs Type Indicator is one of the most frequently used self-report assessment tools in management and leadership development programs around the world. It is used in leadership development, team-building, communications training and executive coaching.

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  • The Business Case for Coaching
    Coaching paves the way for decision makers to create higher levels of organizational effectiveness through dialogue, inquiry and positive interactions. Coaching creates awareness, purpose, competence and well-being among participants. Coaching is NOT another feel good exercise based in soft skills that has no correlation to the bottom-line.

    This article examines the ROI of coaching in businesses.

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  • Executive Coaching Is Hot
    Driving the trend in executive coaching is the business reality which makes good staff hard to get and harder to keep. In the need for constant change to stay competitive, companies see coaching as a way to help valued employees develop swiftly in the changing business environment.

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  • Office Politics: Survival of the Savvy
    Political savvy is a vital competence for any executive, but it’s not taught in leadership or grad school courses. In fact, the term “office politics” has received a bad rap. (Words like “Machiavellian,” “manipulative” and “conspiratorial” come to mind.)

    Nonetheless, political competence is the one skill everyone wishes to have more of—but no one talks about it. This article examines how leaders can successfully manage office politics.

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  • No More Jerks at Work: Preventing Desk Rage
    It’s a sign of the times when a well-known Stanford professor and best-selling author publishes a book titled The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn’t (Warner Business Books, 2007).

    Certainly, everyone knows what Robert I. Sutton is talking about. We’ve all experienced the nastiness of a tormentor or unconstrained egomaniac who abuses power and intimidates others.

    Jerks do not go undetected for long. Raging maniacs are easy to catch and discipline.
  • Mindset: Why Executives Thrive…Or Barely Survive
    Mindset shapes our mental world, influences our outlook, determines the scope of our goals, and ultimately sets us on a path of growth and fulfillment—or one of stagnation.

    Executive suites are filled with high achievers who boast high IQs and stellar accomplishments. Still, some stagnate, while others thrive and continue to shine.

    Mindset may be an important clue as to why some executives fail and why some are more prone than others to “CEO disease.”

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