There is no single, best way to build an emotionally intelligent manager. You might already have a warm, people-oriented managerial style or a more instrumental, direct managerial style. Both styles can be effective, in different ways. Perhaps when you began this book, you possessed the kind of excellent management and leadership skills depicted in Quadrant B . If so, working on another set of skills—emotional skills—may help you become a more effective manager, moving you to Quadrant A. For emotionally intelligent readers who may have been hesitant about leveraging their skills (Quadrant D), perhaps the examples we’ve offered in this book will motivate you to step up to a new role. If you are new to a management role and lack emotional skills (Quadrant C), we’ve got you covered for part of the development you’ll need.
Just reading this book means that you are interested in learning more about making a positive difference in your life and in the lives of others. We hope you have acquired just one or two things to help you make such a difference, and now’s the time to think about the possibilities—think about what can you do to move forward.