Saturday, March 24, 2012

Emotional Intelligence 2.0 By Travis Bradberry, Jean Greaves

Emotional Intelligence 2.0

Emotional Intelligence 2.0 By Travis Bradberry, Jean Greaves

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Product Description

In today's fast-paced world of competitive workplaces and turbulent economic conditions, each of us is searching for effective tools that can help us to manage, adapt, and strike out ahead of the pack.

By now, emotional intelligence (EQ) needs little introduction—it's no secret that EQ is critical to your success. But knowing what EQ is and knowing how to use it to improve your life are two very different things.

Emotional Intelligence 2.0 delivers a step-by-step program for increasing your EQ via four, core EQ skills that enable you to achieve your fullest potential:

1) Self-Awareness
2) Self-Management
3) Social Awareness
4) Relationship Management

Emotional Intelligence 2.0 is a book with a single purpose—increasing your EQ. Here's what people are saying about it:

"Emotional Intelligence 2.0 succinctly explains how to deal with emotions creatively and employ our intelligence in a beneficial way."
The Dalai Lama

"A fast read with compelling anecdotes and good context in which to understand and improve."

"Gives abundant, practical findings and insights with emphasis on how to develop EQ."
Stephen R. Covey

"This book can drastically change the way you think about success…read it twice."
Patrick Lencioni

Product Details
  • Amazon Sales Rank: #311 in Books
  • Published on: 2009-06-16
  • Original language: English
  • Number of items: 1
  • Dimensions: 1.09" h x 5.22" w x 7.38" l, .85 pounds
  • Binding: Hardcover
  • 255 pages
Editorial Reviews

From the Inside Flap

"Emotional Intelligence 2.0 succinctly explains how to deal with emotions creatively and employ our intelligence in a beneficial way."

"Emotional Intelligence 2.0 is a fast read with compelling anecdotes and good context in which to understand and improve your score.."

For the first time ever in a book, TalentSmart's revolutionary program helps people identify their EQ skills, build these skills into strengths, and enjoy consistent performance in the pursuit of important life objectives. The book contains proven strategies from a decade-long effort to accurately measure and increase emotional intelligence. Trusted by upper-echelon leaders inside companies worldwide, these strategies will enable you to capitalize on the skills responsible for 58% of performance in all types of jobs.

Includes a passcode for online access to the world's bestselling emotional intelligence test, the Emotional Intelligence Appraisal®, which will show you where your EQ stands today and what you can do to begin maximizing it immediately.

Rooted in sound research involving more than 500,000 responses, this new edition of the test will:

--Pinpoint which of the book's 66 emotional intelligence strategies will increase your EQ the most.

--Reveal the specific behaviors responsible for your EQ scores.

--Allow you to test yourself a second time to measure how much your EQ has increased from your efforts.

The book's smooth narrative style turns rigorous research into memorable stories and practical strategies that anyone can use to his or her advantage.

With 90% of top performers high in EQ, and EQ twice as important as IQ in getting where you want to go in life, who can afford to ignore it?
From the Back Cover

"Surveys of 500,000 people on the role of emotions in daily life have enabled the authors to hone EQ assessment to a 28-question online survey that can be completed in seven minutes."
—The Washington Post

"Read worthy strategies for improving emotional intelligence skills make this our how-to book of the week. It's nice to know that average IQ doesn't limit a person to average performance. And who can resist an online quiz with instant feedback?"

"Emotional intelligence is an extremely important skill for personal and professional success. This book is excellent and the learning included in the free online test is cutting-edge. I strongly recommend it."
—Ken Blanchard, bestselling business book author of all time; coauthor The One Minute Manager®.

"My clients tend to be very successful and incredibly busy. This book delivers valuable insights without wasting time! My coaches and I have done powerful work aided by this book and the emotional intelligence test that comes with it. A fantastic combination for learning the skills that are critical to high job performance."
—Marshall Goldsmith, bestselling author of What Got You Here Won't Get You There, and premier executive educator as ranked by The Wall Street Journal, Forbes, The Harvard Business Review, and Fast Company.

"At last a book that gives how to's rather than just what to's. We need no more convincing that emotional intelligence is at the core of life success. What we need are practical ways of improving it. Bradberry and Greaves brilliant new book is a godsend. It will change your life."
—Joseph Grenny, New York Times bestselling coauthor of Crucial Conversations

"This book is filled with wisdom, inspiration, and practical advice, rooted in groundbreaking research. The authors' positive strategies are immensely powerful and will change the way you look at your life, your work, and the world."
—Captain D. Michael Abrashoff, author of the bestseller It's Your Ship

"I distributed the book to my entire team. We found it very helpful in our dealings with each other and our internal customers. With all the new buzzwords over the past few years, the heart and soul of a company's culture is how they support and promote emotional intelligence. Those with foresight see that emotional intelligence will separate the good companies from the great ones. This book is a wonderful tool for a grass roots approach. If your desire is to be a truly resonate leader that people will trust and follow, this is an opportunity that cannot only change your professional career, but also your personal relationships."
—Regina Sacha, vice president, human resources, FedEx Custom Critical

"In the fast lane of business life today, people spend more time on computer keyboards, blackberries and conference calls than they do in face-to-face communication. We're expected to piece together broken conversations, cryptic voicemails, and abbreviated text messages to figure out how to proceed. In this increasingly complex web, emotional intelligence is more important than ever before. This book is filled with invaluable insights and information that no one can afford to ignore."
—Rajeev Peshawaria, executive director, Goldman Sachs International

"Drs. Bradberry and Greaves have created a gem that is powerful and easy to read. This book provides a captivating look at the things that matter most in life. Succeeding in Hollywood is as tough as any business, and emotional intelligence skills are essential. I highly recommend this book."
—Matt Olmstead, executive producer, Prison Break and NYPD Blue

Drs. Travis Bradberry and Jean Greaves are award-winning authors and the cofounders of TalentSmart®, a global think tank and consultancy that serves more than 75% of Fortune 500 companies and is the world's leading provider of emotional intelligence tests and training.

Their best selling Emotional Intelligence Quick Book has been translated into 23 languages, and is sold in more than 150 countries. Drs. Bradberry and Greaves have written for, or been covered by: Newsweek, BusinessWeek, Fortune, Forbes, Fast Company, Inc., US News & World Report, Newsday, The Washington Post, and The Harvard Business Review.

Customer Reviews

Most helpful customer reviews

261 of 267 people found the following review helpful.
5Phenomenal Book!
By David Anderson
I read the authors' first emotional intelligence book, and I think that 2.0 is a huge improvement. Here's a chapter by chapter look at why:

Lencioni is one of those gurus that has sold millions of books, none about emotional intelligence (EQ). As Lencioni proclaims in the foreword, he's no EQ expert, but he sees everyday how critical a skill it is to have and he's so enthusiastic about this book because it's the first he's read that actually shows you how to increase your EQ and apply it in your life.

This chapter opens with a riveting story of a surfer who is attacked by a great white shark in California. I won't spoil it by telling you how, but the story is a great illustration of the power of emotion and how important it is to understand and manage our emotions. This chapter also illustrates how our brains are wired to react to events emotionally before our reason kicks in, and it lays the groundwork for the process by which the rest of the book will teach you to increase your EQ.

This chapter teaches what EQ is and what it isn't. For example, a lot of people mistakenly think that EQ is a part of your personality. To the contrary EQ is separate from your personality, just as it is separate from your intellect, or IQ. It begins to build your understanding of emotions by showing what the five core emotions look like in varying degrees of intensity. Next the authors fun and engaging approach explains studies that illustrate how important EQ is in daily living. They show how your EQ impacts things like your tolerance for change, how you manage stress, even how much money you make!

If you haven't already, by this point in the book you need to open the orange envelope inside the back cover and retrieve the unique passcode that lets you go online to take the Emotional Intelligence Appraisal test. I'd actually heard of this test (it's the most widely used EQ test out there), so I thought it was pretty cool that they let you take it for free with the book. In addition to revealing your EQ scores, your test results guide you through the areas you need to work on improving the most. This chapter helps you to develop your plan of attack, including the action plan where you actually record what it is your going to do and by when.

This section of the book has 66 strategies to increase your EQ. Each strategy is well-detailed (most 2-3 pages) and something that you can begin doing immediately. Your test results tell you which EQ skill you need to work on the most (for me it was Self-management), as well as which of the chapter's strategies will increase your ability in that skill the most. I thought this part was pretty cool. Basically, the test analyzed my score profile and picked the three strategies that would improve my biggest weaknesses in self-management. One of the strategies it suggested, Breathe Right, hit the nail on the head. I'm not one of these people that needs to take a deep breath to calm down and stop being angry, which is good because that's NOT what the strategy is teaching. Actually, it illustrates how some of us, when left to our own devices, breathe too shallow, which deprives some of the higher (rational) areas of the brain of the oxygen needed to keep us completely calm and focused. So now, whenever I need to clear my head, think on my feet at work, make a tough decision, figure out what I should get my wife for her birthday, etc. I use this breathing strategy, and I'm continually amazed by how quickly it makes me calm and focused. Anyway, that's just one self-management strategy, but I thought it'd be useful for you to see what one is like in detail.

This epilogue is quite interesting. The authors' company is a think tank that has tested more than half a million people worldwide, and they share some of the more interesting conclusions from their data that didn't show up earlier in the book. For example, women outscore men in overall EQ, but the sexes have an equal ability in self-awareness (men fall short because they do less with the emotional information they take in). Anyhow, there are studies of EQ differences across various generations (Boomers vs. Millenials is really interesting), in different job titles (CEO's have the lowest EQ in the workforce!), and even US vs. China (our new, big economic competitor).

This last appendix has some great questions for discussion. I'm not in a book club, but my wife read the book and we talked about some of these questions and it led to some really interesting discussions.

93 of 95 people found the following review helpful.
5Remarkable book and test
By Alexandra M.
I had a hunch that emotional intelligence was an important skill before reading this book, but I hadn't explored it too much. The author's research is phenomenal, and they make the case for emotional intelligence in a clear and convincing manner. The test that is included with the book (via a passcode that you use to access the test online) is a wonderful addition. I don't see how anyone could begin to improve his or her emotional intelligence until they have discovered the areas they need to work on. The test took me about 10 minutes to complete, but I followed the instructions and reflected on my past behavior before answering each question. I'm guessing the only way you could have a problem with the test is if you didn't get the score you hoped for! That seems to be the case with the reviewers here that didn't like the book. I guess flying off the handle because you received a low EQ score on a test, is merely confirming your test results.

Anyhow, I didn't get the scores I hoped for either, but I found the feedback report's analysis of the areas I need to work on startlingly accurate. I also loved how the test tells you which of the book's strategies you should follow (based on your test results) to increase your emotional intelligence the most. I've never seen anything like that before in a book.

All in all, I loved this book and have gotten a lot out of it. I also found the stories and anecdotes moving and well written.

149 of 162 people found the following review helpful.
By Matthew J. Baier
I was very impressed with this book. It's the first I've seen that actually shows you how to increase your emotional intelligence, rather than just explaining what emotional intelligence is. It's filled with strategies to increase each of the four emotional intelligence skills: self-awareness, self-management, social awareness, and relationship management. I found the strategies very helpful, particularly because the books gives access to an online test that (based upon your results) tells you which strategies will increase your EQ the most.

The authors use excellent anecdotes to illustrate various concepts, and their research is compelling and original. Some of the information on emotional intelligence and job title (e.g. CEOs have the lowest EQs in the workforce, on average), is very revealing. My favorite anecdote in the book is the riveting story of a surfer who survives a run in with a 5,000 pound great white, by using his emotional intelligence.

All in all, an outstanding read that's a great value at $13!


Coaching For Emotional Intelligence: The Secret To Developing The Star Potential In Your Employees By Bob Wall

Coaching for Emotional Intelligence: The Secret to Developing the Star Potential in Your Employees

Coaching For Emotional Intelligence: The Secret To Developing The Star Potential In Your Employees By Bob Wall

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Product Description

Performance is just one part of an employee's overall development as a professional and as a leader This crucial development depends on the employee's emotional intelligence and the ability of the manager to encourage and increase it. Coaching for Emotional Intelligence provides a carefully planned strategy to help managers address the issues that make coaching for EI more challenging than coaching for performance alone. Key features Coaching too often focuses entirely on job performance. While important, performance coaching does not do very much to develop exceptional talent or nurture overall growth. This book gives managers the tools to help employees make the leap from solid performer to superstar Demonstrates how managers can leverage and develop such factors as personality traits, communication styles, and personal behaviours Clear, accessible, and practical approach to an often elusive subject

Product Details
  • Amazon Sales Rank: #297787 in Books
  • Published on: 2006-10-27
  • Original language: English
  • Number of items: 1
  • Dimensions: .93" h x 6.34" w x 9.16" l, 1.07 pounds
  • Binding: Hardcover
  • 240 pages
Editorial Reviews


"A practical book for anyone who wants ideas today about how to coach better tomorrow. Bob Wall knows what he's talking about--and passes that knowledge on to you. His stories and personal reflections put music behind the words."" -- Geoff Bellman, author of Your Signature Path and Getting Things Done When You Are Not in Charge

"Releasing the genius in yourself and others requires an explored life and self-knowledge. Bob Wall has opened the door for readers who hope to achieve these goals."" –Dr. Mehran Ferdowsian, Operations Manager, ATD Global Business

"Bob's structured format for coaching is one that can be easily taught and adapted by everyone. His 'reflections' are quick, mini self-assessments that provide very good insight on the areas managers need to focus on."" -- Johanne Henderson, Continent Manager Training and Organizational Development, BIC Corporation"

About the Author

Bob Wall is an independent consultant specializing in leadership and team development who has trained and coached thousands of managers. His clients include CapitalOne, Pier One Imports, McDonnell Douglas Aircraft, Aon Corp., Microsoft, GTE, and State Farm Insurance, as well as healthcare, government, and military organizations. He lives in Ridgefield, Connecticut.

Customer Reviews

Most helpful customer reviews

8 of 8 people found the following review helpful.
5I need this book
By Gerard T. Brooker
This book is what I have been looking for. I am called on to supervise the work performance of colleagues who comprise teams that develop cultural exchange conferences. I am embarrassed to admit that sometimes I have overlooked non-productive performances because I did not have the necessary skills to discuss my findings with those in question. I am happy to say that I now have the skills I need, thanks to Bob Wall's "Coaching for Emotional Intelligence." The book lays out clearly the necessary steps to take as a supervisor in sharing difficult and perhaps threatening information about job performance with another so that both supervisor and supervisee remain emotionally intact and improved. I've always thought "win-win" was the best way. Now, with the help of this book, I know how to make that happen.

16 of 20 people found the following review helpful.
1Save your money.
By David R. Halperin
This book is a good marketing piece for the author. Nice to have a book to impress clients with. However as a reader you can save your pocket change and find much better material in other books or reprints, many of them free on line. Or just read the following three sentences which is about all I could find of interest in the book, and nothing here is new. 1.) Emotions play a large part in interpersonal interactions so improve your emotional intelligence. 2.) When providing feedback, set the framework for the conversation, provide an observation of behavior and suggest ways to do things differently. 3.) Finding people doing things right and acknowledging them for doing thing right is a valuable way to motivate people. There I just saved you 20 bucks.

4 of 4 people found the following review helpful.
5Wall, Goleman, Peters. Required reading.................
By W. Crane
Bob Wall has taken the best of his experience in Coaching and Emotional Intelligence and put it in to practical advice. Easy to read and a great follow up to his "Working Relationships". If you are are leader this is a book to help improve your own Emotional Intelligence and that of your people. Coaching is not difficult when Wall's principles are applied.


Top Reasons For Stress In The Workplace

Collectively, you and your colleagues may have created stress in the workplace without knowing it.

You may even have "enjoyed" doing it, but the end result is creating what I personally consider the number one cause of office stress. This stress is created because of bad habits, picking on other people's flaws, mistakes, and negative qualities.

This stress can be eliminated if you know the result is detrimental to a young career builder like you. It creates office politics and it takes you off your focus of building career success for yourself.

Who are these people and why do they do it? And what are the results of these actions?

Let's see who these people are and why do they create stress in the workplace.

1. The Insecure False Expert

Typically, two or more persons get together and they start a conversation about someone. I would take a guess it is usually to pick on a particular person's flaws, mistakes, or negative traits. The reason people do this is because somehow out of some weird logic, they conclude the person picked on is less competent. The people who started the conversation become the expert on character because they think they are somehow better and more competent.

People do this because they are insecure. By picking on other's flaws, somehow makes them feel they are right or better. Is this correct? No. Does it work? No. But people continue to do it while creating unnecessary stress in the workplace for themselves.

The result is that people start to lose trust for each other. The person thinks, "If so and so can pick on someone else's flaws like this, I wonder what does he/she say about me behind my back."

2. The Angry Politician

Another group of people typically get into complaining and picking on others because they are angry with someone else. Sometimes the anger could have legitimate reasons but the way they tackle it creates stress for themselves and others.

Why? Because instead of discussing the issue with the party involved, they would rather rally people on their side. As if their story needed to be heard. They are out to persuade others to be on their side. They seem to think, the more people on my side the more "right" I am.

It is a feeble attempt at persuading others that they are right. Instead of spending time asking themselves what they have done wrong and how to move on positively - they prefer to rally people behind their "cause." They create stress at work by constantly hounding people to listen to them.

This results in factions within the company. People start to take sides and unnecessary stress in the workplace is created. Instead of focusing on the solution they have just created more problems.

3. The Jealous Lover

This group of people wants attention for themselves. You will see this especially when the office is celebrating certain achievement by others. When others are getting the limelight, they start to show their true colors. They start to badmouth others about how the success is not justified, about how that person is just lucky. These people think if they start to bad mouth others, other people will think they are better.

It is a weak attempt to get people to trust, appreciate and respect them. They feel that once they badmouth others they will get the glory. "If my boss looks at the person's weakness then he will notice my strength," goes on in their head.

What would the person who is picked on do in this case if they find out? Typically, you get retaliation. People seek revenge when they feel they are wronged. The person picking on others would have to stay guarded. Again, unnecessary stress in the workplace is created.

As a career builder newbie, remind yourself not be sucked into these forms of incessant complains. More importantly, do not become one of the workplace creators of stress. Stay focused on the positive and upgrade your skills and knowledge. It is energy better directed and better used.

Yun Siang Long, or Long as he is popularly known, spent 16 years in three multinational ad agencies where he also trained people in areas of career management.

Thanks to Yun Siang Long / Careerealism


Why Working More Than 40 Hours A Week Is Useless

Research shows that consistently working more than 40 hours a week is simply unproductive.

For many in the entrepreneurship game, long hours are a badge of honor. Starting a business is tough, so all those late nights show how determined, hard working and serious about making your business work you are, right?

Wrong. According to a handful of studies, consistently clocking over 40 hours a week just makes you unproductive (and very, very tired).

That's bad news for most workers, who typically put in at least 55 hours a week, recently wrote Sara Robinson at Salon. Robinson's lengthy, but fascinating, article traces the origins of the idea of the 40-hour week and it's downfall and is well worth a read in full. But the essential nugget of wisdom from her article is that working long hours for long periods is not only useless – it's actually harmful. She wrote:

The most essential thing to know about the 40-hour work-week is that, while it was the unions that pushed it, business leaders ultimately went along with it because their own data convinced them this was a solid, hard-nosed business decision….

Evan Robinson, a software engineer with a long interest in programmer productivity (full disclosure: our shared last name is not a coincidence) summarized this history in a white paper he wrote for the International Game Developers' Association in 2005. The original paper contains a wealth of links to studies conducted by businesses, universities, industry associations and the military that supported early-20th-century leaders as they embraced the short week. 'Throughout the '30s, '40s and '50s, these studies were apparently conducted by the hundreds,' writes Robinson; 'and by the 1960s, the benefits of the 40-hour week were accepted almost beyond question in corporate America. In 1962, the Chamber of Commerce even published a pamphlet extolling the productivity gains of reduced hours.'

What these studies showed, over and over, was that industrial workers have eight good, reliable hours a day in them. On average, you get no more widgets out of a 10-hour day than you do out of an eight-hour day.

Robinson does acknowledge that working overtime isn't always a bad idea. "Research by the Business Roundtable in the 1980s found that you could get short-term gains by going to 60- or 70-hour weeks very briefly — for example, pushing extra hard for a few weeks to meet a critical production deadline," she wrote. But Robinson stressed that "increasing a team's hours in the office by 50 percent (from 40 to 60 hours) does not result in 50 percent more output...In fact, the numbers may typically be something closer to 25-30 percent more work in 50 percent more time."

The clear takeaway here is to stop staying at the office so late, but getting yourself to actually go home on time may be more difficult psychologically than you imagine.

As author Laura Vanderkam has pointed out, for many of us, there's actually a pretty strong correlation between how busy we are and how important we feel. "We live in a competitive society, and so by lamenting our overwork and sleep deprivation — even if that requires workweek inflation and claiming our worst nights are typical — we show that we are dedicated to our jobs and our families," she wrote recently in the Wall Street Journal.

Long hours, in other, words are often more about proving something to ourselves than actually getting stuff done.

Are your 55+ hour weeks really productive and sustainable?

Thanks to Jessica Stillman / Inc. / Mansueto Ventures LLC.


How To Develop Your Training Blueprint

Developing A Safety Training Blueprint Can Help Ensure That Training Goals Are Met And All Employees Who Need To Be Trained Learn All They Need To Know.

When you're preparing a new training program, you need to begin by researching exactly what your training needs are, who specifically needs to be trained, and how best to train them. We've covered each of these activities in previous Safety Training Tips.

Once you've compiled all this information, you need to use it to develop a plan of action. Here's a suggested strategy for developing your training blueprint:

Set specific goals to meet each training need you've identified. Here's how:

  • Use quantifiable measurements for the accomplishments you want employees to achieve after training, such as an increased production quota or decreased injury rates.
  • Use charts, graphs, and tables wherever possible to show management specific numbers and trends that your training program will achieve. For example, chart the increased productivity curve you plan to reach with your training, or graph the injury rate you hope to achieve.
  • Set realistic targets that are achievable, but not necessarily easy to achieve. Know your trainees well enough to know how to challenge them to reach for more effective performance. For example, look at the highest production peak employees have ever achieved, even if it was only one time, and set your target slightly above this point. Employees know they can achieve it because they already have. But they also know it's challenging to accomplish.

List everyone who needs to be trained in each topic area.

  • Use these lists to help you customize your training to your audience.
  • Prepare trainees by communicating before sessions with prequizzes, agendas, or requests for specific areas trainees want addressed in the training.

Set up a training schedule.

  • Make a master schedule of all the training you want to conduct for this month or this year.
  • Within the master schedule, set specific dates for each session.
  • Include makeup dates for trainees who cannot attend scheduled sessions.
  • Use a logical progression for multipart training; make sure sessions aren't too far apart that trainees forget the first training or too close together that trainees suffer information overload. Also allow time for trainees who want more training in the first session to receive it before the next session is held.

Choose the appropriate method(s) for each group of trainees in each topic area.

  • Plan to use more than one training method for each topic to ensure that you reach all the types of learners in the session.
  • Plan flexibility into your use of materials so that you are prepared for technical difficulties or other problems.
  • List the materials and methods you plan to use in each session.

Once you have all this information collected and organized, you are in great shape to begin developing the specifics of your training sessions. We'll cover many of these steps in further detail in future Safety Training Tips.

Why It Matters

  • Prior planning prevents present problems.
  • An effective training program must be planned in detail--with enough flexibility to adjust to changing situations.
  • Effective safety training can achieve great results in productivity and cost savings.
Thanks to Chris Kilbourne / Safety Daily Advisor BLR / BLR Business & Legal Reports

Hire With Your Head: Using Performance-Based Hiring To Build Great Teams By Lou Adler

Hire With Your Head: Using Performance-Based Hiring to Build Great Teams

Hire With Your Head: Using Performance-Based Hiring To Build Great Teams By Lou Adler

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Hire with Your Head

Updated with new case studies and more coverage of the impact and importance of the Internet in the hiring process, this indispensable guide has shown tens of thousands of managers and human resources professionals how to find the perfect candidate for any position. Lou Adler's Performance-based Hiring is more powerful than ever!

"We have chosen Performance-based Hiring because it's a comprehensive process, it's behaviorally grounded, managers and recruiters find it easy to use, and it works."
-Marshall Utterson, Director Staffing, AIG Enterprise Services, LLC

"Everyone's looking for the perfect means to make effective hiring decisions. A trained interviewer armed with the right tools is the best solution. Performance-based Hiring is a proven methodology to get these results."
-John Ganley, Vice President and Chief Talent Officer, Quest Software

"Any staffing director that doesn't send all of their people through Performance-based Hiring training is missing out on top talent, plain and simple. This should be the standard throughout the industry."
-Dan Hilbert, Recruiting Manager, Valero Energy Corporation

"Performance-based Hiring has been the most successful recruitment tool that we have added to our organization over the past few years. In fact, these tools have not only produced amazing outcomes-in terms of selecting the best fit in an extremely tight labor market-but with a level of success among our operations customers that I have rarely seen with other HR products."
-Trudy Knoepke-Campbell, Director, Workforce Planning, HealthEast(r) Care System

Product Details
  • Amazon Sales Rank: #17672 in Books
  • Published on: 2007-06-29
  • Original language: English
  • Number of items: 1
  • Dimensions: 1.16" h x 6.36" w x 9.20" l, 1.14 pounds
  • Binding: Hardcover
  • 320 pages
Editorial Reviews

From the Inside Flap

A superior system for hiring superior people

Any organization is only as strong as its weakest link, and just a few poor performers can adversely affect your entire company. Though there's no foolproof method for hiring the right people, there is a system for minimizing mistakes and consistently recruiting better, more successful candidates.

This up-to-date and fully revised edition of the bestselling Hire With Your Head presents a proven system for hiring superior people, individually or in groups. Written by veteran headhunter Lou Adler, this powerful resource—widely acclaimed by managers and human resources pros—gives you the tools to sidestep potentially costly mistakes by making better judgments on who fits the bill and who doesn't.

Though most managers understand the importance of hiring wisely, many don't know how to do it. In the end, they often choose prospective employees based on gut reactions. While this strategy sometimes works, more often it leaves managers with ineffectual or unmotivated employees who drag the organization down. Decisions based on emotions, biases, personalities, or stereotypes often reveal themselves as bad decisions in hindsight. The key to dodging this pitfall is to train yourself to base all of your hiring decisions on reason, not emotion.

Hire With Your Head introduces you to the Performance-based Hiring system, a methodology designed in response to the needs of top recruits and based on how they actually look for and accept offers. This unique, step-based system involves:

  • Writing compelling job descriptions that emphasize the opportunities and challenges, not just the skills and qualifications required

  • Focusing every aspect of your sourcing—job descriptions, Web copy, phone calls, and all communications—on attracting top people

  • Using the interview process to both assess competency and entice the candidate with a rewarding career opportunity

  • Integrating each step in the hiring process, combining recruiting, interviewing, negotiating, and closing into one smooth process

Hire With Your Head shows you how to focus on candidate performance rather than your own impulses—and it shows you how to use these techniques to recruit and hire individuals or groups with consistency and success.

Fully updated to cover all the recent developments in online hiring and other new technologies—and packed with fresh case studies from leading companies—Hire With Your Head is more practical than ever. Full of invaluable tips and helpful exercises, as well as useful checklists and revealing benchmarks, it's the indispensable, hands-on guide every manager needs to hire the right person every time.

From the Back Cover

Hire with Your Head

Updated with new case studies and more coverage of the impact and importance of the Internet in the hiring process, this indispensable guide has shown tens of thousands of managers and human resources professionals how to find the perfect candidate for any position. Lou Adler's Performance-based Hiring is more powerful than ever!

"We have chosen Performance-based Hiring because it's a comprehensive process, it's behaviorally grounded, managers and recruiters find it easy to use, and it works."
—Marshall Utterson, Director Staffing, AIG Enterprise Services, LLC

"Everyone's looking for the perfect means to make effective hiring decisions. A trained interviewer armed with the right tools is the best solution. Performance-based Hiring is a proven methodology to get these results."
—John Ganley, Vice President and Chief Talent Officer, Quest Software

"Any staffing director that doesn't send all of their people through Performance-based Hiring training is missing out on top talent, plain and simple. This should be the standard throughout the industry."
—Dan Hilbert, Recruiting Manager, Valero Energy Corporation

"Performance-based Hiring has been the most successful recruitment tool that we have added to our organization over the past few years. In fact, these tools have not only produced amazing outcomes—in terms of selecting the best fit in an extremely tight labor market—but with a level of success among our operations customers that I have rarely seen with other HR products."
—Trudy Knoepke-Campbell, Director, Workforce Planning, HealthEast® Care System

About the Author
Lou Adler is founder and President of The Adler Group, a training and consulting firm based in Southern California. He is a noted recruiting industry expert, national speaker, and columnist for a number of major recruiting sites, including,, Kennedy Information, and Workforce Management magazine.

Customer Reviews

Most helpful customer reviews

10 of 12 people found the following review helpful.
4Lou Adler is worth listening to. This is 320pp of sage insight.
By D. Stuart
Lou Adler distinguishes himself by being a feet-on-the-ground style of HR writer - acknowledging that the business of hiring the right people, and helping them grow successfully into their new role is far from perfect. He's critical of people who make hiring decisions based on gut decisions - the sense of a right fit - and, rather, focuses on a much more (dare I say) scientific approach to the process.

But "Hire With Your Head" isn't lofty theory - this is a pragmatic, systematic focus on the things that matter when making a hire. It develops the commonsense that he set out five years ago in the previous edition of this work. (Hire With Your Head: Using POWER Hiring to Build Great Teams, 2nd Edition.)

What Adler does is suffuse his writing with an added of measure of realism that I seldom see in employment books (other than the still excellent What Color Is Your Parachute? 2007: A Practical Manual for Job-Hunters and Career-Changers (What Color Is Your Parachute).) Indeed what Bolles did when he first wrote Parachute was get inside the head of the employer and show job-hunters that they simply need to market themselves. Adler takes the same view, fundamentally, and by getting inside the mind both of the hirer and prospect he shows how the dialogue can be much less hit or miss than it often proves.

I'd strongly recommend this for anyone making hiring decisions. It will give you focus and a greater consciousness of what the process is really about. Not many people love either hunting for a job, or interviewing and screening prospects. This book breaks through all that and turns the process (and the critical post-appointment process) into a really constructive and positive journey.

8 of 10 people found the following review helpful.
5Lou Adler - "Credible Activist -- with an Attitude"
By J. Schreier
One of the hottest topics in human resource (HR) management right now is the latest HR Competency Study calling for HR professionals to become "credible activists" and to practice the craft "with an attitude."

Lou Adler and the 3rd edition of his "Hire with Your Head" again proves that he epitomizes both these traits - as he has done for recruiting and selection consistently since the publication of the first edition in 1998.

Reviewing the new edition thoroughly would require noting and commenting on each step of the system. For the sake of brevity - and because it is stated so clearly by Lou Adler himself, "If you want to hire superior people, use a system designed to hire superior people." "Hire with Your Head" lays out the clearly best practices for attracting, selecting, closing, and taking the necessary first steps to retain top performers. In this newest edition, he also outlines both the advantages and disadvantages of the latest technologies in hiring - in a new environment where he correctly advises that the hiring process has significantly changed to most of the power being possessed by outstanding candidates.

The system is fantastic and it works - as Lou Adler demonstrates through dozens of new case studies - and I have had first hand knowledge of the system working with several outstanding organizations - which basically "get it."

And perhaps, this is the greatest strength of the new book. Lou Adler does not hesitate one bit in pointing out that a) the best candidates are different from the rest, b) the hiring systems of most organizations are fundamentally flawed, and c) there are easily almost a dozen correctable problems that prevent organizations from hiring top talent. He's blunt - and accurate - when he points out that "Most hiring managers ...aren't very good at interviewing, yet they all think they are." And for every one of these problems, Adler's "Performance-Based Hiring" system provides actionable solutions.

I cannot state it better than author Bruce Tulgan states in the Preface: "Buy a copy of Lou Adler's "Hire with Your Head" for yourself, read it, and then buy copies for every hiring manager, every recruiter, and every human resource professional in your organization." That's being a "credible activist - with an attitude."

2 of 2 people found the following review helpful.
5A must for 21st century hiring managers
By Gary V. Lemon
Alder's process and advice are a sensible and a relatively easy fix that will help hiring managers find the right people for their open positions. A bonus is that people hired using this process are more likely to stay for a longer time because they will,on average,be more engaged in the company and its work.
I recommend it to all my clients in my workforce development practice. By using Adler's approach a company will find top canidates for positions that many people think will be impossible to fill. In other words, using the Adler process will uncover more and better candidates to choose from. At the same time the process will make the postition more appealing to the candidates. Gary Lemon, President, Great Lakes Business Consulting, Inc. 866-801-4522.


Top 10 Most Poisonous Animals

Top 10 Most Poisonous animals Whenever we hear the phrase poisonous animals the very first things which strike our minds are snakes, scorpions and may be spiders but the reality is this that there are creatures in this world which are much more dangerous than ordinary garden snakes or scorpions. The animals on the list are not listed on the basis of total annual deaths caused by them but on the level of the venomousness of their poison which they have. Nature has granted the gift of poison to these animals for their defense and these poisonous animals don't hesitate to use it against any predator. Before moving further we would like to differentiate between poison and venom because most of us use these words interchangeably but both have separate meanings. A poisonous animal can only deliver toxic chemicals if any predator touches or tries to eat it. In short words the poison can only be absorbed or ingested while in case of a venom, the venom is always inject in to the body. Almost every venomous animal has a defined mechanism of injecting toxins in to the other creature's body. So enjoy the list of top 10 most poisonous animals and share the knowledge for fun.

10. Puffer Fish

Puffer Fish
Puffer Fish
is counted among some of the most dangerous sea creatures which we are aware of. Puffer Fish has many substitute names which could make it understand about the specific fish like balloon fish, blow fish, swell fish and few more.  Despite being dangerous, it is one of the most favorite sea foods worldwide. Puffer Fish is one of the most demanded sea food dishes worldwide. The toxin of Puffer Fish is 1000 times stronger than cyanide. The poison of Puffer Fish is located within its skin which helps it not getting eaten by predators in the sea.

9. Poison Dart Frog

Poison dart frog
Poison dart frog
is found only on the island of Bastimentos. From a distance, this animal looks cute and attractive but in reality even a single touch can be a matter of life and death. There are almost 200 species in frogs which are poisonous but poison dart frog is the most poisonous among frog species. Poison dart frogs get their names from being used by native inhabitants of the rain forest who rubbed their arrow heads and darts on these frogs and used these weapons to effectively to kill larger mammals or enemies.

8. Stonefish

is counted in the list of most venomous fishes of the world because of its deadly pointed and sharp spines which penetrate flesh and inject its extremely dangerous toxin. Among almost 1100 toxic fishes in the world, Stonefish is the counted among the leading ones. The specialty of this fish is its stony looking body. It sits unmoving at the ocean bottom and looks like a stone unless you have a very close and keen look. Stonefish can stay out of the water for up to 24 hours! One more thing which makes Stonefish very dangerous is that its anti venom is the 2nd most administered on the planet.

7. Death Stalker Scorpion

Death stalker scorpion
Death stalker scorpion
is one of the most deadly scorpions present in this world now. The frightening name was given to this predator because of the toxic punch unleashed by it. It grows up to just 10 to 12 centimeters and mostly found in the Sahara desert but it is counted in the top list of most dangerous scorpions of the world. There are more than 1200 species of scorpions but the death stalker scorpion is counted in the leading ones just because of its toxic venom.

6. Wandering Spider

Wandering spider
Wandering spider
is one of the most deadly spiders present in our world right now. It is also known as armed spider because of its aggressive nature. A part from being the most venomous spider of the world, the Wandering spider is also counted in the list of top 10 biggest bugs of the world. Because of its toxic levels, Wandering spider was listed in the Guinness book of world records as most venomous spider ever and the spider which is responsible for most of the human deaths (caused by spiders). Wandering spider got its name because of its night life hunting.

5. Blue Ringed Octopus

Comedy Circus Ka Jadoo Grand Finale
Out of the 300 species present, Blue ringed Octopus is the most Venomous Octopus. Although the size of Blue ringed Octopus is not bigger than a golf ball but the toxics which it carries are enough to kill more than 2 dozen of human beings in one time. Blue ringed Octopus got its name because of its attractive skin which has glowing Blue rings. The tide pools of the Pacific Ocean are the best locations for Blue ringed Octopus because it's found in majority there. Because of its poisonous venom, Blue ringed Octopus is also counted in the list of top most venomous marine animals.

4. Inland Taipan

Inland Taipan
Inland Taipan
is the most venomous snake in the world. It has many names but the most commonly known ones are Fierce Snake and Small Scaled Snake. When it comes to catching or handle snakes, Inland Taipan is the one for which extremely precautions should be taken because it possesses enough venom to kill above 100 healthy human beings in one bite. One unique thing about Inland Taipan is that it's very much shy natured and doesn't attack without a risk reason but when it is angry, it does not hesitate to bite. Any unfortunate human being who has been bitten can die in less than 45 minutes if not treated immediately.

3. Marbled Cone Snail

Marbled Cone Snail
Marbled Cone Snail
may look like a beautiful small piece of marble color shaped cone, but is one of the most deadly creatures of this planet. A single drop of the extremely toxic venom of Marbled Cone Snail can become a cause of death of 20 human beings. Marbled Cone Snails prey on worms and small fishes. One of the most disturbing things about Marbled Cone Snail is that there is no anti –venom for it. So, it is strictly advised not to be fooled by its beautiful looks and mistakenly grabbing it just by doubting how these cute looking snails can be dangerous.

2. King Cobra

King Cobra
King Cobra
is the leading snake in most of the aspects like delivering venom in huge quantities and growing up to 18 feet in length which makes them count not in the list of most venomous snakes but also in the longest venomous snake of the world. Although the venom injected by King Cora is not as much as compared to other poisonous animals but due to injecting massive amount of toxic poison, one bite can lead to death of a normal human being within 10 to 15 minutes. King Cobra is mostly found in India, Philippine and Indonesia.

1. Box Jellyfish

Box Jellyfish
There are almost 30,000 species of the Jellyfish worldwide but the Box Jellyfish is the most toxic of them all. Its venom is stored in almost 5000 of the threaded shaped stingers present in its lower body and it completely wreaks the human nervous and cardiac system like no other creature in the world. The Box Jellyfish gets its name from its transparent box shaped body. Box Jellyfish is found mostly in the water of Northern Australia and usually in shallow waters. It was recently discovered that this type of jellyfishes have 4 eyes but how they use them is not known. The only creatures naturally immune to theses dangerous marine assassins are turtles who love to eat them!

Thanks to Top 10 HM