Daniel Goleman published his 'Emotional Intelligence' book in 1995, and since then the concept has become a fixture in the management lexicon. Now many organisations consider it one of the core competencies required for high performers. However, while Goleman argues a persuasive case for the importance of Emotional Intelligence, he does not provide an effective model to lift it. When I read Goleman's 'Emotional Intelligence' book for the first time in 1996 I realised that I had the answer to Goleman's conundrum. I was familiar with the Humm-Wadsworth model of temperament, which is a scientific model of people’s underlying emotions. There is no question that people driver performance, and emotions drive people. Unfortunately what is not realised is that it is temperament that drives emotions. And I believe that the most practical model available for managers to use is the Humm Wadsworth or Humm for short. Emotional Intelligence for Managers is the management sequel to An Introduction to the Humm. In this book you will learn how to dramatically increase your four EQ self-analysis, self-control, empathy and relationship management. After you have learned these four key competencies a number of key people management issues are team building, management styles, the glass ceiling, leadership, corporate psychopaths, corporate bullies, and career development.