If I read one page of Business: The Ultimate Resource per day, I'll be finished by the end of the year.

The year 2008, that is.

Daniel Goleman, author of the book's forward, kindly advised that I don't read it cover to cover. Even if I were to pace myself at a more respectable clip of six pages daily, it would take me two months to finish the Best Practice section of essays.

In another three months, I could complete the Management Checklists and Actionlists. I could knock off the Management Library of book summaries in under two weeks, read the profiles of Business Thinkers and Management Giants in a month, spend another month on the Dictionary, allot three months for the World Business Almanac and then leaf through the Business Information Sources in about five weeks.

Yet by then, I'll have also received a year's worth of monthly upgrades via e-mail.

Perhaps Dr. Goleman is onto something, and that wouldn't be a first for him. The CEO of Emotional Intelligence Services also co-chairs the Consortium for Social and Emotional Learning in the Workplace, based at Rutgers University. He's best known for his books Emotional Intelligence and Working with Emotional Intelligence, both of which were New York Times bestsellers. Recently, I sat down with the psychologist to talk Business.

David Berkowitz: In the introduction to Business: The Ultimate Resource, you make the case for including "business intelligence" among other forms of intelligence that are now studied, ranging from Howard Gardner's breakdown, to the work that you furthered on emotional intelligence. How exactly would business intelligence differ from others that are out there?

Daniel Goleman: It differs in that it's specific to the domain of commerce and business itself. Howard Gardner has made the case quite convincingly that the standard view of intelligence as IQ is much too narrow--that is IQ involves just math/spatial abilities and verbal agility. But he points out that there are other domains where there are other kinds of intelligence that make one a success or a star. Think about sports and dance--he talks about a kinesthetic intelligence. He talked about art or music--each of those domains has its abilities, and the world of commerce I think is one of those domains where some people who may not be particularly gifted in IQ turn out to do stunningly well, and that suggests that there is a set of capabilities which is distinct from IQ which makes people naturals in this domain.

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ABOUT THE AUTHOR

David Berkowitz (david.berkowitz@icrossing.com) is director of marketing at icrossing (www.icrossing.com).