Mapping & Application of Emotional Intelligence in

Healthcare IT OrganizationsJim Bloedau CEO IAG

Julia Schumelda DC Authentic Leadership Institute

February 9, 2003

H

Learning Objectives

To embed a workable definition of Emotional Intelligence in leadership and organizations.

To understand the five domains of Emotional Intelligence and their impact on our lives.

To utilize the EQ Map® to explore and identify personal strengths and vulnerabilities related to EQ.

To develop a personal EQ-in-Action Plan resulting in demonstrable and measurable change.

To articulate and apply the process and content of emotional intelligence in creating and sustaining competitive advantage.

The Leadership Challenge

Think about the teacher, mentor or coach that

has influenced you the most How did you feel

when you were in their presence? What did

that person do that touched you?

The Leadership Challenge

Think of someone you are mentoring

right now. How do you think they

feel in your presence? What leadership

characteristics are you demonstrating?

Emotional Intelligenceis the ability to...

Sense Understand, and Effectively apply the power and acumen

of emotions as a source of:• Energy• Information• Creativity• Trust• Connection

Three Challenges Essential to Competitive Advantage

Deliver superior products and services,

Attract and retain the best people, and

Create opportunities for growth and innovation to take us to the future.

Three Challenges Essential to Competitive Advantage

Deliver superior products and services,

Reasons for Losing Clients/Customers

70%

30%

EQ-RelatedReasons

Other Reasons

EQ-related reasons:e.g., Didn’t like the human side of doing business with the prior provider of the product or service.

Drawn from Research by the Forum Corporation onManufacturing and Service Companies, 1989 - 1995

Three Challenges Essential to Competitive Advantage

Deliver superior products and services,

Attract and retain the best people,

Retaining the Best People

Drawn from Research at the Center for Creative Leadership, 1994

75%

25%

EQ-RelatedReasons

Other Reasons

Why careers get derailed:

• Inability to handle interpersonal problems.• Unsatisfactory team leadership during times of difficulty or conflict.• Inability to adapt to change or elicit trust.

Retaining the Best People

Drawn from Research by Kepner-Tregoe, Princeton, NJ, 1999

59 % of workers said they don’t receive recognition for a job well done.

61% report that their companies don’t provide ongoing career development.

Not feeling valued and a lack of opportunities for advancement are cited as the main reasons people leave their jobs.

Reducing Turnover

64% of workers say that top management doesn’t initiate programs to reduce turnover.

75% of workers said they don’t find management’s leadership inspiring.

Drawn from Research by Kepner-Tregoe, Princeton, NJ, 1999

50% of time wasted is due to lack of trust.

John O. Whitney, DirectorDeming Center for Quality Management

The Economics of Trust

Competitive Edge: Trust & Believability

Drawn from UCLA Research: Mehrabian, et al

7% IQ-Related93% EQ-Related

Three Challenges Essential to Competitive Advantage

Deliver superior products and services,

Attract and retain the best people, and

Create opportunities for growth and innovation to take us to the future.

Tapping Potential

Nationwide survey: 50,000 people quit jobs every day;

85% report they could work more productively;

Over half say they could double their productivity “if I wanted to”.

Source: R. Huseman and J. Hatfield

Creating the Future

80% of Americans do not look forward to work.

90% of Europeans do not look forward to work.

Source: Annual Gallup Survey: 1997; secretan.com

Opportunities for Growth and Innovation

High-EQ Teams Low-EQ Teams

AggregateTeam IQ

HighPerformance

Adapted from Research by R. Sternberg, et al, at Yale University

LowPerformance

Trust, energy, and innovative spirit

Low

Low High

High

Hamel, Collins, Mintzberg, Handy, Kotter, Bennis, etc.

Leading Transitions

Sabotage changesResist changes

Let it happenHelp it happen

Make it happenCreate the Vision

EmotionalCommitment

Three Challenges Essential to Competitive Advantage

Deliver superior products and services,

Attract and retain the best people, and

Create opportunities for growth and innovation to take us to the future.

Three Driving Forces of Competitive Advantage

BuildingTrust

Energy &Effectiveness

Creatingthe Future

Success

Results

Metrics

Mechanisms

Metrics

“A system of measurement”

- Webster’s New World Dictionary

Measurement is vital to successful

change and development.

- Q-Metrics’ bias

“The agency or means by which an

effect is produced or a purpose is

accomplished”

-Random House Unabridged Dictionary

Mechanism

Mechanisms

Capacity-generatingMeasurable

Clear and concreteValue-based

PERSONAL

TEAM

ORGANIZATIONAL

Why EQ Mapping??

Testing

Numeric Scoring Static About a Subject Judgmental/Grade Single Areas

Mapping

Continuum Plotting Dynamic You are subject Discovery/Learning Integrated

Mapping Your World

The EQ Map® is: Extensively Researched Norm Tested Statistically Reliable

Environment

CompetenciesValues a

nd Attitudes

Awareness

Outcomes

Integrated Metrics

Performance Zones

Optimal

Proficient

Vulnerable

Caution

Current Environment

Your current life circumstances, at home and at work.

Sets the context for exploring your EQ capacities.

What is the relationship between pressures and satisfactions?

Awareness of emotions in yourself and others.

The ABC’s of emotional literacy.

Emotional Awareness

Emotional Awareness

• Emotional Self Awareness

• Emotional Expression

• Emotional Awareness of Others

Dimensions of Emotional Intelligence

Fundamental skills and behavior patterns developed over time with which we respond to

• people• events• circumstances

Emotional Competencies

Emotional Competencies:

IntentionalityCreativityResilienceInterpersonal ConnectionsConstructive Discontent

Dimensions of Emotional Intelligence

One’s view of the world and what one values within it.

Described in the words we useThe actions we takeConsistency over time

Values and Attitudes

Values and Attitudes

OutlookCompassion IntuitionTrust RadiusPersonal PowerIntegrated Self

Dimensions of Emotional Intelligence

EQ Depends Upon:

Your current level of awareness

Your skills and competencies

How you view the world and what you value in it

Outcomes

How does your EQ influence success?

Measures the effect of your EQ profile on: Health Quality of Life Relationships Performance

BuildingTrusting

RelationshipsValues in Action

IncreasingEnergy &

EffectivenessUnder PressureVitality in Action

Creatingthe Future

Vision in Action

SUCCESS

Increasing EffectivenessUnder Pressure

“If you work too long at

mental tasks, your

problem-solving time

increases up to 500%.”

Sources: Donald Norfolk, M.D., (U.K.) Executive Stress, and Etienne Grandjean, M.D., Swiss Polytechnic Institute.

BuildingTrusting Relationships

The most important leadership trait for winning in business

is not having the best technology,products, or services.

It’s having the best relationships.

Robert K. Cooper, Ph. D.

Creating The Future

“There are certain moments in

history when we are given the

chance to open a door and let the

future in.”

Graham Greene

Common Assumptions

Each of us can do anything we set our mind to.

We should focus on “fixing” our weaknesses and let the strengths take care of themselves.

According to SRI/Gallup research.Source: Clifton and Nelson, 1992

Advocate your OwnUnique Potential

Play to/support/reinforce your strengths!

Manage your vulnerabilities.

21-Day Rule

Select one driving force from your Map that interests you

right now!

Pick a scale that is in Proficient or Vulnerable.

Select any item in Scales 3 through 16.

Select a behavior not related to food, weight, smoking, drinking, gambling or other dependency issues.

When Selecting Your New Behavior

Identify the behavior or situation you wish to change:

Describe your current behavior. (What do you do now? How do you currently respond?)

Describe your desired behavior.

21-Day Rule

Guidelines for Creating Your Statement of Commitment

Select only one behavior. Make it specific and clear. Make it measurable. Must be practiced every day. You must want to do it. You must take full power and full

responsibility for your actions.

Declaring Your Statement of Commitment

Every day, for 21 days, I will…….

Buddy SystemSchedule of Contacts

24 hours

Day 3

Day 5

Day 7

Day 10

Day 15

Day 21

“If you’re not standingon the edge,you’re taking uptoo much space.”

Eunice Azzani, Executive VP, Korn/Ferry International