Diskutimet rreth Inteligjenc\u00ebs Emocionale jan\u00eb t\u00eb shumta \u2013 ajo \u00ebsht\u00eb kudo dhe nd\u00ebr cil\u00ebsit\u00eb m\u00eb t\u00eb k\u00ebrkuara p\u00ebr zhvillimin personal dhe profesional.<\/p>\n
Inteligjenca Emocionale (IE) ka qen\u00eb edhe objekt i debateve t\u00eb nxehta nga drejtues t\u00eb shquar t\u00eb mendimit. Dy ekspert\u00eb, Adam Grant e Daniel Goleman, jan\u00eb p\u00ebrballur shpesh n\u00eb t\u00eb kaluar\u00ebn, me Grant q\u00eb pretendonte q\u00eb Koeficienti i Inteligjenc\u00ebs (KI) \u00ebsht\u00eb m\u00eb i r\u00ebnd\u00ebsish\u00ebm se Inteligjenca Emocionale (IE), nd\u00ebrsa Goleman e p\u00ebrg\u00ebnjeshtronte k\u00ebt\u00eb.<\/p>\n
N\u00eb studimet dhe v\u00ebzhgimet e mia gjat\u00eb viteve, \u00ebsht\u00eb e dukshme q\u00eb punonj\u00ebsit shembullor\u00eb, t\u00eb cil\u00ebt shfaqin Inteligjenc\u00eb Emocionale, e b\u00ebjn\u00eb m\u00eb t\u00eb mir\u00eb vendin e pun\u00ebs. Shembujt e m\u00ebposht\u00ebm do t\u2019u japin m\u00eb shum\u00eb nxitje p\u00ebr t\u2019u angazhuar nj\u00eb numri m\u00eb t\u00eb madh punonj\u00ebsish, q\u00eb zot\u00ebrojn\u00eb Inteligjenc\u00eb Emocionale.<\/p>\n
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M\u00eb posht\u00eb jan\u00eb tet\u00eb arsye se pse duhet ta b\u00ebni k\u00ebt\u00eb gj\u00eb\u2026<\/strong><\/p>\n 1.P\u00ebrmir\u00ebsohet puna n\u00eb grup<\/strong><\/p>\n Njer\u00ebzit me IE t\u00eb lart\u00eb komunikojn\u00eb m\u00eb mir\u00eb me koleg\u00ebt e tyre krahasuar me ata q\u00eb nuk jan\u00eb n\u00eb harmoni me Inteligjenc\u00ebn e tyre Emocionale. Ata ndajn\u00eb idet\u00eb dhe jan\u00eb t\u00eb hapur ndaj mendimeve t\u00eb t\u00eb tjer\u00ebve. Ata jan\u00eb m\u00eb pak t\u00eb prirur t\u00eb dominojn\u00eb nj\u00eb situat\u00eb dhe t\u00eb \u201cmarrin p\u00ebrsip\u00ebr\u201d di\u00e7ka, pa u konsultuar m\u00eb par\u00eb me t\u00eb tjer\u00ebt. Kjo krijon besim n\u00eb momentin q\u00eb ekipi duhet t\u00eb punoj\u00eb s\u00eb bashku.<\/p>\n 2.P\u00ebrmir\u00ebsohet sh\u00ebrbimi me klientin<\/strong><\/p>\n Kur punoni n\u00eb nj\u00eb zyr\u00eb ku koleg\u00ebt dhe bashk\u00ebpun\u00ebtor\u00ebt shkojn\u00eb mir\u00eb, bashk\u00ebpunojn\u00eb dhe respektojn\u00eb nj\u00ebri-tjetrin, puna \u00ebsht\u00eb m\u00eb e bukur dhe kultura e pun\u00ebs m\u00eb e fort\u00eb. Kjo reflektohet n\u00eb nj\u00eb sh\u00ebrbim klienti m\u00eb pozitiv.<\/p>\n 3.P\u00ebrqafimi i ndryshimit<\/strong><\/p>\n \u00cbsht\u00eb e natyrshme p\u00ebr punonj\u00ebsit, q\u00eb t\u00eb p\u00ebrballen me ndryshimin. Me ndryshimin mund t\u00eb vij\u00eb edhe frika, ankthi dhe tensioni. Megjithat\u00eb, punonj\u00ebsit me Inteligjenc\u00eb Emocionale t\u00eb lart\u00eb p\u00ebrshtaten dhe e p\u00ebrqafojn\u00eb m\u00eb leht\u00eb ndryshimin s\u00eb bashku me q\u00ebllimet e kompanis\u00eb.<\/p>\n 4.Feedback-u \u00ebsht\u00eb i mir\u00ebpritur<\/strong><\/p>\n Drejtuesit shpesh p\u00ebrballen me punonj\u00ebs n\u00eb \u2018pozicion mbrojt\u00ebs\u2019, kur ofrojn\u00eb feedback konstruktiv, gj\u00eb q\u00eb mund t\u00eb jet\u00eb frustruese p\u00ebr t\u00eb dyja pal\u00ebt. Punonj\u00ebsit n\u00eb harmoni me IE e marrin dhe e p\u00ebrdorin feedback-un n\u00eb nj\u00eb m\u00ebnyr\u00eb pozitive p\u00ebr t\u2019u p\u00ebrmir\u00ebsuar dhe p\u00ebr t\u2019u rritur.<\/p>\n 5.Situatat m\u00eb t\u00eb v\u00ebshtira menaxhohen m\u00eb mir\u00eb<\/strong><\/p>\n Njer\u00ebzit me Inteligjenc\u00eb Emocionale t\u00eb lart\u00eb din\u00eb si t\u2019i menaxhojn\u00eb mir\u00eb situatat sfiduese si p\u00ebr shembull klient\u00eb t\u00eb pak\u00ebnaqur, bashk\u00ebpun\u00ebtor\u00eb t\u00eb pak\u00ebnaqur apo drejtues t\u00eb pak\u00ebnaqur me pun\u00ebn tuaj. Nj\u00eb tjet\u00ebr nivel i lart\u00eb i IE do t\u00eb manifestohet n\u00eb ruajtjen e qet\u00ebsis\u00eb dhe pozitivitetit gjat\u00eb bisedave t\u00eb v\u00ebshtira dhe n\u00eb vendosjen e kufijve n\u00eb rast t\u00eb mosmarr\u00ebveshjeve, konflikteve dhe veprimeve disiplinore (n\u00ebse jeni nj\u00eb drejtues).<\/p>\n 6.Njer\u00ebzit krijojn\u00eb marr\u00ebdh\u00ebnie m\u00eb t\u00eb forta dhe mb\u00ebshtesin nj\u00ebri-tjetrin<\/strong><\/p>\n Inteligjenca Emocionale shfaqet kur tregojm\u00eb dhembshuri p\u00ebr t\u00eb tjer\u00ebt, duke ndihmuar dhe duke mbuluar p\u00ebrgjegj\u00ebsit\u00eb e nj\u00eb kolegu, i cili po kalon nj\u00eb periudh\u00eb t\u00eb v\u00ebshtir\u00eb p\u00ebr shkak t\u00eb nj\u00eb problemi personal. Akti i dhembshuris\u00eb i treguar mes koleg\u00ebve apo drejtuesve dhe punonj\u00ebsve, i bashkon njer\u00ebzit dhe p\u00ebrmir\u00ebson moralin dhe reputacionin e kompanis\u00eb suaj.<\/p>\n 7.Afatet dhe objektivat n\u00eb pun\u00eb p\u00ebrmbushen me leht\u00ebsi<\/strong><\/p>\n Afatet dhe objektivat n\u00eb pun\u00eb p\u00ebrmbushen me leht\u00ebsi. Pun\u00ebsoni nj\u00eb ekip me Inteligjenc\u00eb Emocionale t\u00eb lart\u00eb dhe shihni se sa me efikasitet do ta menaxhojn\u00eb koh\u00ebn p\u00ebr t\u00eb p\u00ebrmbushur projektet dhe p\u00ebr t\u00eb respektuar afatet e r\u00ebnd\u00ebsishme, krahasuar me punonj\u00ebsit me IE t\u00eb ul\u00ebt. P\u00ebr drejtuesit kjo do t\u00eb thot\u00eb m\u00eb pak nevoj\u00eb p\u00ebr mikromenaxhim. Njer\u00ebzit me IE t\u00eb lart\u00eb din\u00eb se si t\u2019u japin p\u00ebrpar\u00ebsi detyrave dhe t\u00eb p\u00ebrmbushin pun\u00ebn n\u00eb nj\u00eb koh\u00eb t\u00eb shkurt\u00ebr.<\/p>\n 8.Njer\u00ebzit jan\u00eb m\u00eb shum\u00eb t\u00eb vet\u00ebmotivuar<\/strong><\/p>\n Njer\u00ebzit me IE t\u00eb lart\u00eb kan\u00eb nj\u00eb mentalitet t\u00eb hapur. Ata jan\u00eb optimist\u00eb, m\u00eb elastik\u00eb kur p\u00ebrballen me pengesa (nuk dor\u00ebzohen leht\u00eb) dhe m\u00eb t\u00eb motivuar n\u00eb ambicien e tyre, p\u00ebrpiqen p\u00ebr t\u00eb arritur nj\u00eb objektiv, nd\u00ebrmarrin nisma dhe veprojn\u00eb p\u00ebrball\u00eb mund\u00ebsive.<\/p>\n <\/p>\n 8 pyetje p\u00ebr t\u00eb vler\u00ebsuar Inteligjenc\u00ebn tuaj Emocionale<\/strong><\/p>\n Daniel Goleman, autoriteti kryesor mbi Inteligjenc\u00ebn Emocionale, shtron k\u00ebto pyetje q\u00eb do t\u2019ju ndihmojn\u00eb t\u00eb vler\u00ebsoni Inteligjenc\u00ebn tuaj Emocionale dhe t\u00eb reflektoni rreth pikave tuaja t\u00eb forta dhe limiteve n\u00eb IE.<\/p>\n 1.<\/strong>A jeni t\u00eb vet\u00ebdijsh\u00ebm p\u00ebr ndjenjat tuaja dhe pse ndiheni k\u00ebshtu? Marcel Schwantes, Founder and Chief Human Officer, Leadership From the Core<\/em> Shqip monitor.al<\/p>\n","protected":false},"excerpt":{"rendered":" Diskutimet rreth Inteligjenc\u00ebs Emocionale jan\u00eb t\u00eb shumta \u2013 ajo \u00ebsht\u00eb kudo dhe nd\u00ebr cil\u00ebsit\u00eb m\u00eb t\u00eb k\u00ebrkuara p\u00ebr zhvillimin personal dhe profesional. Inteligjenca Emocionale (IE) ka qen\u00eb edhe objekt i debateve t\u00eb nxehta nga drejtues t\u00eb shquar t\u00eb mendimit. Dy ekspert\u00eb, Adam Grant e Daniel Goleman, jan\u00eb p\u00ebrballur shpesh n\u00eb t\u00eb kaluar\u00ebn, me Grant q\u00eb […]<\/p>\n","protected":false},"author":1,"featured_media":13079,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"om_disable_all_campaigns":false,"footnotes":""},"categories":[18],"tags":[],"yoast_head":"\n
\n2.<\/strong>A jeni t\u00eb vet\u00ebdijsh\u00ebm p\u00ebr kufizimet tuaja dhe p\u00ebr pikat tuaja t\u00eb forta personale?
\n3.<\/strong>A arrini t\u2019i menaxhoni mir\u00eb emocionet shqet\u00ebsuese \u2013 p\u00ebr shembull ta merrni veten me shpejt\u00ebsi pasi zem\u00ebroheni apo stresoheni?
\n4.<\/strong>A arrini t\u00eb p\u00ebrshtateni pa problem ndaj realiteteve q\u00eb ndryshojn\u00eb?
\n5.<\/strong>A p\u00ebrqendroheni tek objektivat kryesor\u00eb dhe ai i dini hapat e nevojsh\u00ebm p\u00ebr t\u2019i arritur?
\n6.<\/strong>A arrini t\u2019i kuptoni ndjenjat e njer\u00ebzve me t\u00eb cil\u00ebt bashk\u00ebveproni dhe m\u00ebnyr\u00ebn e tyre t\u00eb t\u00eb parit t\u00eb gj\u00ebrave?
\n7.<\/strong>A mund t\u00eb negocioni drejt nj\u00eb marr\u00ebveshje t\u00eb k\u00ebnaqshme dhe t\u00eb jepni ndihm\u00ebn tuaj p\u00ebr zgjidhjen e konflikteve?
\n8.<\/strong>A keni aft\u00ebsi q\u00eb t\u2019i bindni t\u00eb tjer\u00ebt dhe t\u00eb p\u00ebrdorni n\u00eb m\u00ebnyr\u00eb efikase ndikimin tuaj?<\/p>\n
\nBurimi: INC<\/em><\/p>\n