1 For ages, people have debated if leaders are born or made. So too goes the debate about emotional intelligence. Are people born with certain levels of empathy, for example, or do they acquire empathy as a result of life's experiences? The answer is both. Scientific inquiry strongly suggests that there is a genetic component to emotional intelligence. Psychological and developmental research indicates that nurture plays a role as well. How much of each perhaps will never be known, but research and practice clearly demonstrate that emotional intelligence can be learned.

多年來(lái)，人們一直在爭(zhēng)論領(lǐng)導(dǎo)者是天生的還是人造的。關(guān)于情商的辯論也是如此，例如，人們天生具有一定的同理心，還是因?yàn)樯罱?jīng)歷而獲得同理心？答案是兩者兼有?？茖W(xué)探究強(qiáng)烈表明，情商具有遺傳成分。心理和發(fā)展研究表明，后天培養(yǎng)也起作用。也許永遠(yuǎn)不會(huì)知道每一部分影響多少，但是研究實(shí)踐清楚地表明，情商可以被習(xí)得。

2 One thing is certain: Emotional intelligence increases with age. There is an old-fashioned word for the phenomenon ：maturity. Yet even with maturity, some people still need training to enhance their emotional intelligence. Unfortunately, far too many training programs that intend to build leadership skills-including emotional intelligence- are a waste of time and money. The problem is simple: They focus on the wrong part of the brain.

可以肯定的是，情商會(huì)隨著年齡的增長(zhǎng)而增加。對(duì)于這種現(xiàn)象，有一個(gè)老式的詞：成熟。然而，即使成熟了，仍然有些人需要接受培訓(xùn)以增強(qiáng)他們的情商。不幸的是，太多旨在培養(yǎng)領(lǐng)導(dǎo)技能（包括情商）的培訓(xùn)計(jì)劃浪費(fèi)了時(shí)間和金錢。問題很簡(jiǎn)單：他們專注于大腦的錯(cuò)誤部分。

3 Emotional intelligence is born largely in the neurotransmitters of the brain's limbic system, which governs feelings, impulses and drives. Research indicates that the limbic system learns best through motivation, extended practice and feedback. Compare this with the kind of learning that goes on in the neocortex, which governs analytical and technical ability. The neocortex grasps concepts and logic. It is the part of the brain that figures out how to use a computer or make a sales call by reading book. Not surprisingly- but mistakenly -it is also the part of the brain targeted by most training programs aimed at enhancing emotional intelligence. When such programs take, in effect, a neocortical approach, my research with the Consortium for Research on Emotional Intelligence in Organizations has shown they can even have a negative impact on people's job performance.

情商主要來(lái)自大腦邊緣系統(tǒng)的神經(jīng)遞質(zhì)，該神經(jīng)遞質(zhì)控制著感覺，沖動(dòng)和動(dòng)力。研究表明，邊緣系統(tǒng)通過動(dòng)機(jī)，更多的練習(xí)和反饋來(lái)學(xué)習(xí)得最好。與此相對(duì)照的是，新皮質(zhì)中進(jìn)行的學(xué)習(xí)決定了分析和技術(shù)能力。新皮層掌握概念和邏輯。它是大腦的一部分，可以通過閱讀書籍弄清楚如何使用計(jì)算機(jī)或進(jìn)行銷售電話。毫不奇怪-但錯(cuò)誤地-它也是大多數(shù)旨在增強(qiáng)情商的訓(xùn)練計(jì)劃所針對(duì)的大腦部分。當(dāng)采用新皮層治療這種方法時(shí)，實(shí)際上，我在組織中的情緒智力研究聯(lián)盟的研究表明，它們甚至可能對(duì)人們的工作表現(xiàn)產(chǎn)生負(fù)面影響。

4 To enhange emotional intelligence, organizations must refocus their training to include the limbic system. They must help people break old behavioral habits and establish new ones.That not only takes much more time than conventional training programs, but also requires an individualized approach.

為了提高情商，組織必須重新調(diào)整培訓(xùn)重點(diǎn)，使其包括邊緣系統(tǒng)。他們必須幫助人們打破舊的行為習(xí)慣并樹立新的習(xí)慣，這不僅比傳統(tǒng)的培訓(xùn)計(jì)劃花費(fèi)更多的時(shí)間，而且還需要個(gè)性化的方法。

5 Imagine an executive who is thought to be low on empathy by her colleagues. Part of that deficit shows itself as an inability to listen; she interrupts people and doesn't pay close attention to what they're saying. To fix the problem, the executive needs to be motivated to change, and then she needs practice and feedback from others in the company. A colleague or coach could be tapped to let the executive know when she has been observed failing to listen. She would then have to replay the incident and give a better response; that is, demonstrate her ability to absorb what others are saying. And the executive could be directed to observe certain executives who listen well and to mimic their behavior.

想象一下一位高管，一位高管被她的同事認(rèn)為缺乏同情心，無(wú)法聽取赤字的一部分，她打擾別人卻沒有專心聽別人在說(shuō)什么。要解決該問題，需要激勵(lì)高管人員進(jìn)行變革，然后她需要公司其他人員的實(shí)踐和反饋。當(dāng)觀察到高管不聽時(shí)，可以用同事或教練讓高管知道。然后，她將不得不重播該事件并給出更好的響應(yīng)；也就是說(shuō)，表現(xiàn)出她吸收別人說(shuō)話的能力。高管人員可能會(huì)被指示去觀察某些高管人員，他們傾聽并模仿他們的行為。

6 With persistence and practice, such a process can lead to lasting results. I know one Wall Street executive who sought to improve his empathy -specifically his ability to read? -people's reactions and see their perspectives. Before beginning his quest, the executive's subordinates were terrified of working with him. People even went so far as to hide bad news from him. Naturally, he was shocked when finally confronted with these facts. He went home and told his family-but they only confirmed what he had heard at work. When their opinions on any given subject did not mesh with his, they, too, were frightened of him.

通過堅(jiān)持和實(shí)踐，這樣的過程可以帶來(lái)持久的結(jié)果。我認(rèn)識(shí)一位華爾街高管，他試圖改善他的同理心，特別是他的閱讀能力，以了解人們的反應(yīng)并了解他們的觀點(diǎn)。在開始尋求任務(wù)之前，執(zhí)行官的下屬對(duì)與他一起工作感到恐懼。人們甚至甚至對(duì)他隱藏了壞消息。自然地，當(dāng)他最終面對(duì)這些事實(shí)時(shí)，他感到震驚。他回家并告訴家人-但他們只確認(rèn)他在工作中聽到的話。當(dāng)他們對(duì)任何給定主題的看法與他的觀點(diǎn)不一致時(shí)，他們也對(duì)他感到恐懼。

7 Enlisting the help of a coach, the executive went to work to heighten his empathy through practice and feedback. His first step was to take a vacation to a foreign country where he did not speak the language. While there,he monitored his reactions to the unfamiliar and his openness to people who were different from him. When he returned home, humbled by his week abroad, the executive asked his coach to shadow him for parts of the day, several times a week, in order to critique how he treated people with new or different perspectives. At the same time, he consciously used on-the-job interactions as opportunities to practice "hearing" ideas that differed from his. Finally,the executive had himself videotaped in meetings and asked those who worked for and with him to critique his ability to acknowledge and understand the feelings of others. It took several months, but the executive's emotional intelligence did ultimately rise, and the improvement was reflected in his overall performance on the job.

在教練的幫助下，高管人員去上班，通過練習(xí)和反饋提高同理心。他的第一步是去一個(gè)不講英語(yǔ)的外國(guó)度假。在那里，他監(jiān)視著自己對(duì)陌生事物的反應(yīng)以及對(duì)與他不同的人的開放態(tài)度。當(dāng)他回到家中時(shí)，由于對(duì)國(guó)外一周的工作感到沮喪，高管要求他的教練每周幾次在一天中的某些時(shí)候給他打陰影，以便批評(píng)他如何以新的視角或不同的視角對(duì)待人。同時(shí)，他有意識(shí)地利用工作中的互動(dòng)機(jī)會(huì)來(lái)練習(xí)與他不同的“聽覺”想法。最后，高管親自在會(huì)議上錄制了錄像，并請(qǐng)與他一起工作的人和批評(píng)他的能力來(lái)認(rèn)可和理解他人的感受。花費(fèi)了幾個(gè)月的時(shí)間，但這位高管的情感才智最終得以提升，而這種改善反映在他的整體工作表現(xiàn)上。

8 It's important to emphasize that building one's emotional intelligence cannot- will not- happen without sincere desire and concerted effort. A brief seminar won't help; nor can one buy a how-to manual. It is much harder to learn to empathize- to internalize empathy as a natural response to people-than it is to become adept at regression analysis. But it can be done. "Nothing great was ever achieved without enthusiasm,"wrote Ralph Waldo Emerson. If your goal is to become a real leader, these words can serve as a guidepost in your efforts to develop high emotional intelligence.

需要強(qiáng)調(diào)的是，沒有真誠(chéng)的愿望和齊心協(xié)力，就不會(huì)建立自己的情商。簡(jiǎn)短的研討會(huì)無(wú)濟(jì)于事。也沒有人可以購(gòu)買使用手冊(cè)。要學(xué)會(huì)同情-將同情內(nèi)化為對(duì)人的自然反應(yīng)，要變得比適應(yīng)回歸分析要困難得多。但這是可以完成的。拉爾夫·沃爾多·愛默生（Ralph Waldo Emerson）寫道：“沒有熱情，就不可能取得偉大的成就。” 如果您的目標(biāo)是成為一個(gè)真正的領(lǐng)導(dǎo)者，那么這些話可以作為您發(fā)展高度情商的指南。

NOTES

Daniel Goleman (1946-): well-known as the first to bring the term"emotional intelligence"to a wide audience with his 1995 book of the same title. In 1998, Dr. Goleman applied the concept to business with the present article in which he revealed a close tie between emotional intelligence and measurable business results.

丹尼爾·高曼（Daniel Goleman，1946-）：他以其1995年的同名書籍而廣受讀者歡迎，是第一個(gè)將“情商”一詞帶入大眾的人。1998年，Goleman博士在本篇文章中將這一概念應(yīng)用于商業(yè)，他在這篇文章中揭示了情商和可衡量的商業(yè)成果之間的緊密聯(lián)系。

Consortium for Research on Emotional Intelligence in Organizations: a research association at Rutgers University, which seeks to advance research on best practices for developing emotional competence, and the impact of emotional intelligence in leadership and organizations. Dr. Goleman is co-chairman of the Consortium. He reported in this text his findings based on his research at nearly 200 large, global companies.

組織中的情商研究協(xié)會(huì)：羅格斯大學(xué)研究協(xié)會(huì)，旨在推進(jìn)有關(guān)發(fā)展情商的最佳實(shí)踐的研究，以及情商對(duì)領(lǐng)導(dǎo)和組織的影響。Goleman博士是聯(lián)盟的聯(lián)合主席。他在本文中報(bào)告了他對(duì)近200家大型跨國(guó)公司的研究成果。

Ralph Waldo Emerson (1803-1882): American essayist, poet and popular philosopher, who was famous for his writings and lectures on individualism and freedom. He also advocated an "existentialist"ethic of self-improvement. He was quite rebellious in his time and had great influence upon generations of Americans, among others, Henry David Thoreau and John Dewey and Friedrich Nietzsche in Europe as well.

拉爾夫·瓦爾多·愛默生（Ralph Waldo Emerson，1803-1882年）：美國(guó)散文家，詩(shī)人和通俗哲學(xué)家，以其關(guān)于個(gè)人主義和自由的著作和演講而聞名。他還提倡自我完善的“存在主義”倫理。他當(dāng)時(shí)很叛逆，對(duì)幾代美國(guó)人產(chǎn)生了巨大影響，其中包括歐洲的亨利·戴維·梭羅，約翰·杜威和弗里德里?！つ岵伞?/p>