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Emotional Competence
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Objectives• Understand the benefits of emotional
competence• Identify the stages of emotional
competence• Recognize emotionally incompetent
behaviors• Determine ways to assess your personal
reputation
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The interpretation and translation of personal feelings into the processes of the workplace.
Nature of Emotional Competence
Managing the soft side
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Benefits of Emotional Competence in Health Care
• Decreased cost of turnover
• Increased productivity
• Managing up
Teams that recognize the interconnectedness of members and acknowledge their unique contributions are able to make
substantial contributions to the organization. Specifically, improved outcomes, shorter implementation time, easier application of new
knowledge, and more creative problem solving.
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Emotional Competence
Characteristics and Behaviors
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Self-awareness
Cognition
(processing)
Competence(ability)
Emotion(feeling)
Intelligence(reasoning)
Volition(choosing)
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Contradictions and uncertainty create opportunities for mentors
to explore perspectives that differ from theirs and to be
confronted with new ideas and feelings.
Appreciation for Ambiguity and Paradox
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Openness to New Ideas
Listen to what others are
saying and integrate what is important into the
collective wisdom of the organization.
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Four Types of ExperiencesThat Drive Belief
Type One
Experience
TypeTwo
Experience
TypeThree
Experience
Type Four
Experience
ClearlyUnderstood
Minimal Interpretation
ClearlyMisunderstood
MaximumInterpretation
A meaningful event leading to immediate insight; needs
no interpretation
An experience which needs to be interpreted in order to form desired
results
Experiences that won’t have an impacton prevailing beliefs because they are
perceived as insignificant
Experiences that will always be misinterpreted regardless of the amount
or quality of the interpretation
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Valuing Knowledge
Emotionally competent mentors make decisions
readily and enthusiastically, not because they
believe they are always correct but because they understand that there is
always a risk of error and that progress cannot
be made without taking action.
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Feedback Profiles
Does Not Share Perspectives
Op
en
to O
thers
Pers
pecti
ves Inviting
Open to feedbackfrom others and willingly
provides feedback
IntimidatingOpenly shares
their ownperspectives but relatively closed
ImmovableClosed to others’perspectives andsparingly sharestheir own views
InfluenceableOpen to feedback but less willing to
share their ownperspectives
Openly Share Perspectives
Clo
sed
to O
thers
Pers
pectiv
es
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Compassion
•
It’s hard to dislike
someonewhose story
you know.
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Be availableto showyou’re
connected and
willing To
participate
Presence
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Mindfulness• Be aware of recurring situations, past
reactions and implications
• Be able to identify patterns of behavior
• Develop skills to understand
Past behavior predicts
future behavior
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Non-verbal Emotional Competence
• 10 % spoken
• 50% body
language
• 40% tone of voice
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Passionate Optimism
View all situationsas blessings
and opportunities
Pessimism sucks the life out
of everyone
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Resilience The capacity to cope with unanticipated
problems or events and….
BounceBack
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Impulse Control• Self-regulation
• Ability to temper negative feelings
• Share feelings appropriately
• Maintain dignity
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Related Concepts to Consider
• Emotional intelligence– Self-awareness: recognizing the emotions of others– Self-regulation: managing your emotions– Motivation: passion beyond money and status– Empathy: understanding emotional make-up of others– Social skill: managing relationships proficiently
• Character: how you behave when no one’s looking
• Integrity: being morally upright, acting openly and honestly, consistently acting on your own values in all situations
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Emotional Risks of Mentoring
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It is only as we develop others
that we permanently
succeed. Henry Firestone
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Developing Emotional Competence
Novice - detached observer
Advanced Beginner – active participant
Competent – integrated with the process
Proficient – therapeutic engagement
Expert – dialogic engagement
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Position Dictates Perspective
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Emotionally Incompetent Behaviors
• Acting as the devil’s advocate• Displaying a bad attitude• Displaying a superior attitude• Tolerating errors• Failing to balance work and
relaxation
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Measuring Emotional Intelligence
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Reputation Assessment and Management Survey
1. Am I trustworthy?2. To what extent do I trust others?3. Do I practice what I preach?4. Do I tell people why I’m acting a certain way?5. Am I dependable?6. Do I listen nondefensively?7. Am I able to find the grain of truth embedded in a
criticism?8. Am I visible and available when things are not going
well?9. Am I perceived as a hard worker?10. Do I value the contributions of team members?
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The way to gain a good reputation is to endeavor to be what you desire to appear. Socrates
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ReferencesConners R, Smith T. Journey to the emerald
city. 1998 Prentice Hall Press.
Porter-O’Grady, T., Malloch, K. Quantum Leadership: A resource for health care innovation. 2nd ed. 2007 Jones and Bartlett Publishers.