Establishing accurate self-perception can help children, teachers, and parents identify not only areas of excellence but also areas in need of more attention. This book guides young readers in establishing healthy self-perception by identifying strengths and areas for improvement. Through a series of real-life examples, such as keeping a journal, seeking and accepting feedback, and exercising critical thinking regarding beliefs and values, readers are given the tools they need to learn about themselves in constructive and positive ways.

Self-awareness is the bedrock of emotional intelligence that enables you to see your talents, shortcomings, and potential. But you won't be able to achieve true self-awareness with the usual quarterly feedback and self-reflection alone. This book will teach you how to understand your thoughts and emotions, how to persuade your colleagues to share what they really think of you, and why self-awareness will spark more productive and rewarding relationships with your employees and bosses. This volume includes the work of: Daniel Goleman Robert Steven Kaplan Susan David HOW TO BE HUMAN AT WORK. The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.

If you have been raised traditionally and are enjoying a decent education, you have been taught much more than you can ever remember. You probably have a solid knowledge of pretty much everything most people need to succeed in life. You probably have a basic understanding of our society and know the identity of countless public figures, people who run our lives. You pretty much know who they are and what they stand for. At the same time, do you honestly know deep down in your mind who you really are? Do you really know your true identity?Your true identity is probably not what you think it is. It depends on thousands of factors such as your childhood experience, your education, your lifestyle, your habits, your secret and open desires, and much more.Additionally, you conscious "knowledge" about who you are is also determined by the fact whom you want to be or whom you hate to become. Furthermore, what we think we are is nothing but just a self-perception. Watching ourselves in a mirror or watching our pictures gives us an "impression" who we appear to be - or how we look like. However, you would be terribly surprised how this "image" differs from the way other people see us.Whether we want to admit it or not, we don't know ourselves as good as we want to, by far. On an objective scale, others might see us much more "objectively" if they are fair and objective. The "problem" is our brain. Don't be fooled into the belief that you know what your brain is doing just because it is your brain, psychologists found out.This book tells you how to discover your true-self.

Seminar paper from the year 2009 in the subject Psychology - Social Psychology, grade: 1,3, University of Cologne (Wirtschafts- und Sozialpsychologie), course: Seminar: Self and Self-Insight, language: English, abstract: Do you know who you are? Can you accurately predict how you will behave in a certain situation? What do you know about your character traits? Research has shown that most people think they themselves know they character better than anyone else and could predict their future and daily behavior more accurately than anyone else (Pronin, Kruger, Savitsky&Ross, 2001; Vazire & Mehl, 2008). This sounds logical, because a person has accumulated lots of information about himself as well as experience during his whole life and has privileged access to his feelings and thoughts. But do these predictions correspond with the reality? Or are there motives that deform our self-evaluation? In this term paper I will analyze how we perceive ourselves, whether we accurately perceive our character traits and which factors influence our self-evaluation.

If a breakup or divorce has drained your confidence and shattered your self-esteem, this book is for you. Written by a clinical psychologist and expert in women’s health, Who Am I Without You? will help you work through your heartache, rediscover your self-worth, and learn to live and love again. Breakups can send you into a tailspin, causing an identity crisis and loss of self-worth. So how do you get back to the person you once were? Who Am I Without You? will teach you powerful skills based in cognitive behavioral therapy (CBT), positive psychology, and mindfulness that will help you tackle the difficult emotions that can surface after a breakup, such as grief, loss, anger, fear, worry, and low self-esteem. Comprised of fifty-two small chapters, the tools and exercises in this book are easy to apply, and will help you pick up the pieces of your broken identity, put them back together, shine yourself up, and get back out into the world—whole again and better than ever. Anyone who’s been through a breakup or divorce knows just how painful it can be. And nowhere does a breakup or divorce hit harder than our identity and sense of self-worth. If you're ready to move past the pain of the end of your relationship and reclaim your confidence, this book will show you how.

Understanding how and why employees behave as they do is a critical skill for managers in every organization. Managers are responsible for ensuring that the organization¿s mission and strategic goals are enacted, so it is of the utmost importance they know how motivate and engage employees. This updated and revised edition of A Manager¿s Guide to Human Behavior will prepare managers to better understand, motivate, and focus the energies of individual employees and the collective energy of their work teams. Building on the content in the fourth edition, this updated course reexamines key theories and focuses on their practical application to typical management situations. New topics is this edition include learning organizations and open systems, as a context for understanding how individuals contribute to organizational effectiveness; self-awareness; Goleman¿s emotional intelligence; and Bridge¿s transitions model of change. The performance management section has been enhanced with a simplified process model (define, develop, review and reward), and the section on leadership examines the concept of the versatile leader who engages the spirit, head, heart, and hands of employees. Throughout the course, self-assessments, worksheets, checklists, and questionnaires give students the opportunity to apply what they are learning. Each chapter incorporates an action plan tied to the objectives and competencies for the topic area. Short case studies enable students to apply their new knowledge to analyze, understand, and influence human behavior.