HIMSS Workshop - Emotional Intelligence, The Key to Leadership, Success and Change by Jim Bloedau of...
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Transcript of HIMSS Workshop - Emotional Intelligence, The Key to Leadership, Success and Change by Jim Bloedau of...
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