LONDON: A London mansion that is about to be sold for a record 117 million pounds (US$ 230 million) may go to the son of Indian billionaire Lakshmi Niwas Mittal, newspapers here said.

The property on Palace Green - one of the most expensive houses in the world - is close to Kensington Palace Gardens, where steel tycoon Mittal lives.

His son Aditya, 32, has been searching for a London property near Mittal's house, which the steel maker bought for 57 million pounds from Formula One chief Bernie Eccleston in 2004.

Now the search may be finally over: Noam Gottesman, an American-born hedge fund mogul, is close to exchanging contracts on the house, the Times newspaper reported.

The price works out at more than 8,000 pounds per square foot and smashes the previous record of 80 million pounds for a London home, set only three months ago for a property in nearby Upper Phillimore Gardens.

The newspaper quoted "property sources" as saying the family of L.N. Mittal, Britain's richest man, had made an approach for the house, which is next door to the Israeli Embassy.

Another paper said the house was being bought by Mittal for his son.

Stephen Holmes of the London property agents Savills said: "That address is very exclusive and I'm not surprised by the figure. There are only about 20 properties with that view of Kensington Palace, and people queue up to get their hands on one."

Gottesman has a fortune of 460 million pounds, according to The Sunday Times Rich List, while Mittal, who owns the world's biggest steel company ArcelorMittal, is worth about 27.7 billion pounds.

- DeTimes (Source : Economic Times, India)

BUILDING TRUST AS A MANAGER:

1. Be reliable. Follow through on things. Keep your promises.

2. Have ethics. Telling your people the truth and don't reveal their confidences. Being fair and honest with employees.

3. Show respect for your employees. Treat them as adults and show appreciation for their ideas and for the work they do.

BUILDING MORE TRUST:

1. Know and care about your employees and their families. Be sure they feel you see them as people as well as employees.

2. Involve employees in planning and problem-solving. Ask for and use their contributions.

3. Delegate work. Give employees important tasks and the support they need to carry them out well.

CREATING HELPING RELATIONSHIPS:

When have you received help from a supervisor/coach/peer that made you feel good about yourself? When has a supervisor/coach/peer helped you grow and develop? Under certain conditions both the coach and the employee can grow and develop in a helping relationship. Group members can also coach each other.

GUIDLINES FOR CREATING HELPING RELATIONSHIPS:

1. Create a dependence — create a project in which people need each other to succeed and are aware of that. Determine goals together, with input from each person involved.

2. Practice quality communication.

3. Build reciprocal trust by being open, accepting, and cooperative.

4. A supervisor can support and assist in creating helping relationships within their departments by acting as a model by using orientations that help and by supporting, and encouraging, these skills in their employees as they interact with each other.

- DeTimes

Salovey and Mayer defined EQ in terms of being able to monitor and regulate one's own and others' feelings, and to use feelings to guide thought and action. While they have continued to fine-tune the theory, Daniel Goleman has adapted their model into a version that he finds most useful in understanding how these talents matter in work life. His adaptation which  appears in his work "Emotional Intelligence-why it can matter more than IQ" includes the following five basic emotional and social competencies :

Self-awareness : Knowing what we are feeling in the moment, and using those preferences to guide our decision making; having a realistic assessment of our own abilities and a well-grounded sense of self-confidence

Self-regulation : Handling our emotions so that they facilitate rather than interfere with the task at hand; being conscientious and delaying gratification to pursue goals; recovering well from emotional distress

Motivation : Using our deepest preferences to move and guide us toward our goals, to help us take initiative and strive to improve, and to persevere in the face of setbacks and frustrations

Empathy : Sensing what people are feeling, being able to take their perspective, and cultivating rapport and attunement with a broad diversity of people.

Social Skills : Handling emotions in relationships well and accurately reading social situations and networks; interacting smoothly; using these skills to persuade and lead, negotiate and settle disputes, for cooperation and teamwork.

- DeTimes

If the driving force of intelligence in the twentieth-century business has been IQ, then-in accordance to growing evidence - in the twenty-first century it will be EQ, and related and practical forms of practical and creative intelligence. This "new" intelligence is the heart-level engine that drives human capital and produces the exceptional, creative work required for any company to lead the field amidst the turbulence and confusion of global market changes. In this note, we attempt to understand Emotional Intelligence.

"Emotional Intelligence" refers to the capacity for recognising our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationship. It describes abilities distinct from, but complementary to academic intelligence, the purely cognitive capacities measured by IQ. Many people who are book-smart but lack EQ end up working for people who have lower IQs than them but who excel in EQ skills.

These two different kinds of intelligence -intellectual and emotional-express the activity of different parts of the brain. The intellect is based on the working of the neocortex, the more recently evolved layers at the top of the brain. The emotional centres are lower in the brain, in the more ancient subcortex; EQ involves these emotional centres at work, in concert with the intellectual centres.

Among the most influential theorists of intelligence to point out the distinction between intellectual and emotional capacities was Howard Garner, a Harvard psychologist, who in 1983 proposed a widely regarded model of "multiple intelligence". His lists seven kinds of intelligence included not just the familiar verbal and maths abilities, but also two " personal " varieties: knowing one's inner world and social adeptness.

A comprehensive theory of EQ was proposed in 1990 by two psychologists, Peter Salovey, at Yale, and John Mayer, now at the University of New Hampshire. Another pioneering model of EQ was proposed in the 1980s by Reuven Bar-On, an Israeli psychologist. In recent years several other theorists have proposed variations on the same idea.

- DeTimes