‘The Brain and Emotional Intelligence: New Insights’ – Book review


‘The Brain and Emotional Intelligence: New Insights’ provides updates on the key findings that further inform our understanding of emotional intelligence and how to apply this skill set, especially in leadership roles. Over the last decade and a half there has been a steady stream of new insights that further illuminate the dynamics of emotional intelligence. In this book, Daniel Goleman explains what we now know about the brain basis of emotional intelligence, in clear and simple terms. This book will deepen your understanding of emotional intelligence and enhance your ability for its application.

In the Brain and Emotional Intelligence: New Insights, Goleman illuminates the state of the art on the relationship between the brain and emotional intelligence, and highlights EI’s practical applications in leadership roles, education, and creativity.

Topics covered include:

– Is “emotional intelligence” distinct from IQ?
– The brain’s ethical radar
– The neural dynamics of creativity
– The brain circuitry for drive, persistence and motivation
– How to manage stress
– The brain states underlying optimal performance, and how to enhance them
– The social brain: rapport, resonance, and interpersonal chemistry
– Brain 2.0: Our brain on the web
– The varieties of empathy and key gender differences
– The dark side: sociopathy at work
– Neural lessons for coaching and enhancing emotional intelligence abilities

“Over the last decade and a half there has been a steady stream of new findings that further illuminate the dynamics between the brain’s circuitry and emotional intelligence,” said Daniel Goleman.

“New Insights provides an update on the latest data with a focus on practical applications of emotional intelligence, a fundamental ingredient to outstanding leadership.”

The book is especially beneficial to those working in the emotional intelligence field, and who need to apply the concept in effective action: leaders, executive coaches, human resources officers, managers, and educators.



‘Speed of Trust’ – by Stephen M. R. Covey – book review!

In his book, Stephen M. R. Covey asserts, “The ability to establish, extend, and restore trust with all stakeholders – customers, business partners, investors and coworkers – is the key leadership competency of the new, global economy.” Leaders are rediscovering trust as they see it with new eyes.

Looking beyond the common view of trust as a soft, social virtue, they’re learning to see it as a critical, highly relevant, performance multiplier.

Speed of Trust

Credibility boils down to two simple questions. First, do I trust myself? Second, am I someone who others can trust? Covey talks about Four “Cores” that are key to building credibility.

The Four Cores are:
1. Integrity,
2. Intent,
3. Capabilities,
and 4. Results.

Integrity and Intent are character cores. Capabilities and Results are competency cores. All Four Cores are necessary for credibility. A person of integrity that does not produce results is not credible. If you are not credible, you are not trustworthy!

( Source: http://www.speedoftrust.com/How-The-Speed-of-Trust-works/book)

Trust is the deciding factor in all relationships – whether it is personal or business relationships. When there is congruence, there is no gap between what one intends to do and what one actually does.

Trust holds relationships together for a long period of time. These relationships could be of buyer-seller, boss-subordinate, teacher-student, parent-child, husband-wife, among siblings or among friends. Wherever human relationships are involved, trust is the principal ingredient to make them successful.

Earlier you establish the trust, lesser is the cost incurred. The cost could be by way of time, money and/ or efforts.

Kirkpatrick Model helps to ensure training effectiveness!


If you deliver training for your team or your organization, then you probably know how important it is to measure its effectiveness. After all, you don’t want to spend time or money on training that doesn’t provide a good return.
Kirkpatrick’s Four-Level Training Evaluation Model can help you objectively analyse the effectiveness and impact of your training, so that you can improve it in the future.

In this blog post, we’ll look at each of the Kirkpatrick four levels, and we’ll examine how you can apply the model to evaluate training. The Four Levels of Kirkpatrick Model are –

1. Reaction.
2. Learning.
3. Behavior.
4. Results.

Let’s look at each level in greater detail.

Level 1: Reaction –

This level measures how your trainees (the people being trained), reacted to the training. Obviously, you want them to feel that the training was a valuable experience, and you want them to feel good about the instructor, the topic, the material, its presentation, and the venue.

It’s important to measure reaction, because it helps you understand how well the training was received by your audience. It also helps you improve the training for future trainees, including identifying important areas or topics that are missing from the training.

Level 2: Learning –

At level 2, you measure what your trainees have learned. How much has their knowledge increased as a result of the training?

When you planned the training session, you hopefully started with a list of specific learning objectives: these should be the starting point for your measurement. It’s important to measure this, because knowing what your trainees are learning and what they aren’t will help you improve future training.

Level 3: Behavior –

At this level, you evaluate how far your trainees have changed their behavior, based on the training they received. Specifically, this looks at how trainees apply the information.

It’s important to realize that behavior can only change if conditions are favorable. For instance, imagine you’ve skipped measurement at the first two Kirkpatrick levels and, when looking at your group’s behavior, you determine that no behavior change has taken place. Therefore, you assume that your trainees haven’t learned anything and that the training was ineffective.

However, just because behavior hasn’t changed, it doesn’t mean that trainees haven’t learned anything. Perhaps their boss won’t let them apply new knowledge. Or, maybe they’ve learned everything you taught, but they have no desire to apply the knowledge themselves.

Level 4: Results –

At this level, you analyze the final results of your training. This includes outcomes that you or your organization have determined to be good for business, good for the employees, or good for the bottom line.

How ‘Principle-centered leadership’ can help us in our lives?

principle centered leadership

How do we as individuals and organizations survive and thrive amid tremendous changes happening around us in our daily lives? Why our efforts to improve fall short in obtaining the desired results? How do we unleash the creativity, talent, and energy within ourselves and others around us in the midst of mounting pressure at home or the workplace? Is it possible to have a balance among our personal and professional lives?

Dr Stephen R. Covey demonstrates that the answer to these questions and other dilemmas is ‘Principle-Centered Leadership’, a long-term, inside-out approach to developing people and organizations. Dr Covey offers insights and guidelines that can help you apply these principles both at work place and at home – leading to a new understanding of how to increase quality and productivity, and also to appreciate the importance of building personal and professional relationships in order to lead a balanced, rewarding, and effective life.

What are these 4 Principles?

SECURITY – our sense of worth, identity, emotions, self-esteem and personal strengths.

– Your actions are based on what you think about yourself – if you are secure in yourself .. your actions will be just, rational, helpful to others, motivating others, and will meet the common interests of yours and those around you or those affected by your actions.

GUIDANCE – the direction we receive in our life.

– Parents play a vital role in guiding us since we believe them unconditionally. In addition, you are known by the company you keep at the school or college or at the work place or residing area you are in. We are constantly guided by our well wishers as well as others at all times of our life. We need to analyse well and chose our thoughts and actions at all times.

WISDOM – a sense of balance, judgement, discernment and comprehension.

– with experience and increasing age, we become wiser and can judge situations well and take right decisions to enrich our lives in all spheres. Ability to rightly comprehend seemingly tough situations comes with selfless thinking so that we are not biased in our actions.

POWER – the capacity to act, the strength and courage to accomplish something valuable in our lives.

– faith in our actions and a greater degree of self-awareness coupled with courage leads to success through our actions. Those who believe in the ‘Internal locus of control’ have control over the situations they are in and do not let the situations control their thoughts and resultant actions.

These 4 principles are like compasses; they point us in the right way and show us the direction we need in our daily lives.

Increase your market share during Economic recession !


While a rising market-demand raises revenues from sales for all market players, an economic recession bares weaknesses of your competitors. Yes, companies will be affected by a reduction in demand for their products and services in ways well beyond their control. So while the natural instinct is to retract in the face of declining sales, it is actually critical to increase your sales efforts in order to gain market share during a recession period. Certainly you should speed up invoicing, improve your credit control policy, clear out surplus inventory, develop more ‘strategic suppliers’ for your benefit, and reduce your costs rightly. In addition: When faced with a recession, fire your low-performing salespeople and increase your prospecting efforts with the revenue gained by sacking the low performers. Precisely, your sales efforts should be doubled or tripled to meet ‘head-on’ the unexpected dip in the market demand.

To make it more clear, while you can increase your market share in a recession period, it may not be possible to increase your actual sales volume. There simply may not be as many sales orders to be won. But increasing your market share is always a more achievable goal in a recession period and ultimately far more important than increasing your actual sales. And, increasing your market share is something over which you have much more control. It is more achievable because the natural instincts of your competitors will be to reduce their marketing and sales efforts in response to their need to cut costs, just as your immediate response will be. But if you know where and how to cut your costs rightly – and where to actually increase funding and sales efforts – you will be able to take advantage of your competitors’ mistakes and add new customers to your book of business at your competitors’ expense.

You simply need more ‘new business’ in a recession period in order to make up for the lost business ! The basic truth behind sales lead generation is that most salespeople are not very good at cold calling and most of the rest don’t like doing it or they do not have the time. Most salespeople prefer to work on warm leads and feel that switching back and forth between cold calling and account management is distracting and inefficient. But, by increasing your market share – you will get whatever the market has to offer despite the on-going recession and also be in an ideal position to grow in profits much earlier than your competitors do, when the economy rebounds or gets out of recession.

Call or write to us today at – Rambuna Consultants – so that we can discuss how to increase your company’s market share aided by our business consulting services. The Author is equipped with ‘professional experience’ in sales & marketing – of more than two decades gained from working in competitive markets located in India and overseas.

Understanding Competition through ‘Porter’s Five Forces Analysis’ Model


(Michael Porter’s five forces analysis is a framework for industry analysis and business strategy development formed by Michael E. Porter of Harvard Business School in 1979.)

Every small businessman or New as well as an existing entrepreneur or a Progressive company/ enterprise indulges in business activity with the prime motive of earning profits. I am sure we all agree to this thought. Michael Porter developed his Five Forces analysis in reaction to the then-popular SWOT analysis, which he found not rigorous but only ad-hoc. Michael Porter’s five forces Analysis Model is based on the Structure-Conduct-Performance paradigm to compete market forces effectively. It has been applied to a diverse range of problems, from helping businesses become more profitable to helping governments stabilize industries to propel economic growth.

What are these five forces ?

1. Threat of New competition – New Products or Services are discovered or developed (through ‘in-house’ repetitive R & D efforts ), so as to gain from the market opportunities which may be unknown, un-tapped or latent ones. There is a gestation period in any product life cycle leading to its stabilization in the market and earning definite profits. Profitable markets that yield high returns will attract new players. This results in many new entrants, which eventually will decrease profitability for all firms in the industry. Unless the entry of new firms can be blocked by incumbents (such as patents or rights), the abnormal profit rate will tend towards zero (hypothetically in theory, when there is perfect competition). Needless to say, when the profits tend towards lower returns on the efforts/ investment capital used, the existing players will exit the market as early as possible.

2. Threat of substitute products or services– Let us not be confused with competitors’ similar products with that of real competition. At Epson, the Ink cartridge business I developed, compatibles posed a major threat to the growth of genuine Ink Cartridges which are priced ten times that of a compatible Ink cartridge. It is like comparing mineral water to the ‘Coke’ soft drinks. Both of them serve to quench the thirst of the customer but mineral water cannot replace the Coke or vice versa. In developing ‘price-sensitive’ markets like that of India, compatibles mushroom very soon to compete with the originals. Product quality should be the USP to sell originals and efforts should be directed towards educating the buyers rightly.

3. Bargaining power of the customers – The ability of the customers to put the Seller under pressure is remarkable in developed as well as developing markets. Globalization of Indian markets, Increasing awareness of the buyers through or as a result of media campaigns, Increase in number of competitors in every market – have added lot more to existing efforts of the sellers. Advertising expenses have risen to much higher levels. Sales Managers have become specialized in their selling skill sets, industry knowledge, and product knowledge. Newer markets are tapped to break-free from competition in urban markets. The same is with the ‘saturated’ developed countries ; foreign companies are knocking doors of the developing and emerging markets to sell their products or services.

4. Bargaining power of suppliers – With rising costs and scarcity of the right resources, the suppliers of raw materials, components, labor, and services (such as ‘expertise’) – can be a source of pressure over the Sellers while pricing their products or services. Suppliers may refuse to work or will charge excessively high prices for unique resources. I would acknowledge this situation as ‘internal force’ leading to noncompetitive pricing among sellers, giving room to substandard product variants or sometimes to exaggerated unreal demand-supply instances.

5. Intensity of Competition Rivalry in the markets– Particularly in urban markets, the competition is very intense. Competition Rivalry is leading to – trade mal-practices in order to survive in the market ; adopting innovation while exercising strategy to market the products or services ; employing specialists in sales to gain advantage in much shorter times and spending on executive training to build individual capabilities required to march ahead despite the growing competition.

Strategic Marketing is an ongoing process that evaluates and controls the business and the industry in which the Seller is involved; it assesses its competitors and sets goals and strategies to meet all existing and potential competitors; and then reassesses each strategy annually or quarterly [i.e. regularly]. If required, please do visit My profile on the LinkedIn.com and contact me for my services in business consulting. Good Day !