… I discovered … an alternate psychological system. … Abhidharma, which is the Sanskrit term for this model of mind. Then I started writing about it … - Daniel Goleman

In a very real sense we have two minds, one that thinks and one that feels. These two fundamentally different ways of knowing interact to construct our mental life.

Every businessperson knows a story about a highly intelligent, highly skilled executive who was promoted into a leadership position only to fail at the job. And they also know a story about someone with solid—but not extraordinary—intellectual abilities and technical skills who was promoted into a similar position and then soared. Such anecdotes support the widespread belief that identifying individuals with the “right stuff” to be leaders is more art than science. After all, the personal styles of superb leaders vary: Some leaders are subdued and analytical; others shout their manifestos from the mountaintops. And just as important, different situations call for different types of leadership. Most mergers need a sensitive negotiator at the helm, whereas many turnarounds require a more forceful authority.

People who are emotionally adapt — who know and manage their feelings well, and who read and deal effectively with other people's feelings — are at an advantage in any domain in life, whether in romance and intimate relationships or picking up the unspoken rules that govern success in organizational politics.