Abstract
In the past decade or so it has often been said that for leaders, it is the soft stuff that is the real hard stuff – a quote that has even been attributed to Jack Welch. While it is generally agreed that the hard stuff is what can be measured, definitions of the soft stuff are legion, from brand design through emotional intelligence, to talent development, engagement, innovation and “people issues”. Sometimes the distinction is made as if between IQ (Intelligence Quotient) and EQ (a measure of Emotional Intelligence1). Most people agree however that the soft stuff, whatever it is, isn’t measurable and that for sustainable business success, leaders need both.
“No man is an island entire of itself; every man is a piece of the continent, a part of the main.”
John Donne
This is a preview of subscription content, log in via an institution.
Buying options
Tax calculation will be finalised at checkout
Purchases are for personal use only
Learn about institutional subscriptionsPreview
Unable to display preview. Download preview PDF.
Author information
Authors and Affiliations
Copyright information
© 2015 Tara Swart, Kitty Chisholm, Paul Brown
About this chapter
Cite this chapter
Swart, T., Chisholm, K., Brown, P. (2015). Why is the Soft Stuff so Hard?. In: Neuroscience for Leadership. The Neuroscience of Business. Palgrave Macmillan, London. https://doi.org/10.1057/9781137466877_5
Download citation
DOI: https://doi.org/10.1057/9781137466877_5
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-49992-2
Online ISBN: 978-1-137-46687-7
eBook Packages: Palgrave Business & Management CollectionBusiness and Management (R0)