Mapping & Application of  Emotional Intelligence in  Healthcare IT Organizations Jim Bloedau CEO IAG   Julia Schumelda DC ...
Learning Objectives <ul><li>To embed a workable definition of Emotional Intelligence in leadership and organizations. </li...
The Leadership Challenge <ul><li>Think about the teacher, mentor or coach that has influenced you the most  How did you fe...
The Leadership Challenge <ul><li>Think of someone you are mentoring </li></ul><ul><li>right now.  How do you think they </...
Emotional Intelligence is the ability to... <ul><li>Sense </li></ul><ul><li>Understand , and </li></ul><ul><li>Effectively...
Three Challenges Essential  to Competitive Advantage <ul><li>Deliver superior products and services, </li></ul><ul><li>Att...
Three Challenges Essential  to Competitive Advantage <ul><li>Deliver superior products and services, </li></ul>
Reasons for Losing Clients/Customers 70% 30% EQ-Related Reasons Other Reasons EQ-related reasons: e.g., Didn’t like the hu...
Three Challenges Essential  to Competitive Advantage <ul><li>Deliver superior products and services, </li></ul><ul><li>Att...
Retaining the Best People Drawn from Research at the Center for Creative Leadership, 1994 75% 25% EQ-Related Reasons Other...
Retaining the Best People <ul><li>59 % of workers said they don’t receive recognition for a job well done. </li></ul><ul><...
Reducing Turnover <ul><li>64% of workers say that top management doesn’t initiate programs to reduce turnover. </li></ul><...
50% of time wasted  is due to lack of trust.   John O. Whitney, Director Deming Center for Quality Management The Economic...
Competitive Edge:  Trust & Believability Drawn from UCLA Research: Mehrabian, et al 7% IQ-Related 93% EQ-Related
Three Challenges Essential  to Competitive Advantage <ul><li>Deliver superior products and services, </li></ul><ul><li>Att...
Tapping Potential <ul><li>Nationwide survey: 50,000 people quit jobs every day;  </li></ul><ul><li>85% report they could w...
Creating the Future <ul><li>80% of Americans do not look forward to work. </li></ul><ul><li>90% of Europeans do not look f...
Opportunities for  Growth and Innovation High-EQ Teams Low-EQ Teams Aggregate Team IQ High Performance Adapted from Resear...
Trust, energy, and innovative spirit Low Low High High Hamel, Collins, Mintzberg, Handy, Kotter, Bennis, etc. Leading Tran...
Three Challenges Essential  to Competitive Advantage <ul><li>Deliver superior products and services, </li></ul><ul><li>Att...
Three Driving Forces  of Competitive Advantage Building Trust Energy & Effectiveness Creating the Future Success
Results <ul><li>Metrics </li></ul><ul><li>Mechanisms </li></ul>
Metrics <ul><li>“ A system of measurement” </li></ul><ul><li>- Webster’s New World Dictionary </li></ul><ul><li>Measuremen...
“ The agency or means by which an effect is produced or a purpose is  accomplished” -Random House Unabridged Dictionary Me...
Mechanisms <ul><li>Capacity-generating </li></ul><ul><li>Measurable </li></ul><ul><li>Clear and concrete </li></ul><ul><li...
Why EQ Mapping?? <ul><li>Testing </li></ul><ul><li>Numeric Scoring </li></ul><ul><li>Static </li></ul><ul><li>About a Subj...
 
Mapping Your World The EQ Map ®  is:   Extensively Researched    Norm Tested    Statistically Reliable
Environment Competencies Values and Attitudes Awareness Outcomes Integrated Metrics
Performance Zones O ptimal P roficient V ulnerable C aution
Current Environment <ul><li>Your current life circumstances, at home and at work. </li></ul><ul><li>Sets the context for e...
<ul><li>Awareness of emotions in yourself and others. </li></ul><ul><li>The ABC’s of emotional literacy. </li></ul>Emotion...
<ul><li>Emotional Awareness </li></ul><ul><ul><ul><li>Emotional Self Awareness </li></ul></ul></ul><ul><ul><ul><li>Emotion...
Emotional Competencies <ul><ul><li>Fundamental skills and behavior patterns developed over time with which we respond to  ...
<ul><li>Emotional Competencies: </li></ul><ul><ul><ul><li>Intentionality </li></ul></ul></ul><ul><ul><ul><li>Creativity </...
One’s view of the world and what one values within it. Described in the words we use The actions we take Consistency over ...
<ul><li>Values and Attitudes </li></ul><ul><ul><ul><li>Outlook </li></ul></ul></ul><ul><ul><ul><li>Compassion Intuition </...
EQ Depends Upon: <ul><li>Your current level of awareness </li></ul><ul><li>Your skills and competencies </li></ul><ul><li>...
Outcomes <ul><li>How does your EQ influence success? </li></ul><ul><li>Measures the effect of your EQ profile on:  Health ...
Building Trusting Relationships Values in Action Increasing Energy &  Effectiveness Under Pressure Vitality in Action Crea...
Increasing Effectiveness Under Pressure “ If you work too long at mental tasks, your problem-solving time increases up to ...
Building Trusting Relationships The most important leadership trait  for winning in business  is not having the best techn...
Creating The Future <ul><li>“ There are certain moments in history when we are given the chance to open a door and let the...
Common Assumptions <ul><li>Each of us can do anything we set our mind to. </li></ul><ul><li>We should focus on “fixing” ou...
Advocate your Own Unique 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!
<ul><li>Pick a scale that is in Proficient or Vulnerable. </li></ul><ul><li>Select any item in Scales 3 through 16. </li><...
<ul><li>Identify the behavior or situation you wish to change: </li></ul><ul><li>Describe your current behavior.   (What d...
Guidelines for Creating Your Statement of Commitment <ul><li>Select only one behavior. </li></ul><ul><li>Make it specific ...
Declaring Your  Statement of Commitment <ul><li>Every day, for 21 days, I will……. </li></ul>
Buddy System Schedule of Contacts <ul><li>24 hours </li></ul><ul><li>Day 3 </li></ul><ul><li>Day 5 </li></ul><ul><li>Day 7...
“ If you’re not standing on the edge, you’re taking up too much space.” Eunice Azzani, Executive VP,  Korn/Ferry Internati...
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HIMSS Workshop - Emotional Intelligence, The Key to Leadership, Success and Change by Jim Bloedau of Information Advantage Group

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Workshop overview of key emotional intelligence facts and practices.

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HIMSS Workshop - Emotional Intelligence, The Key to Leadership, Success and Change by Jim Bloedau of Information Advantage Group

  1. 1. Mapping & Application of Emotional Intelligence in Healthcare IT Organizations Jim Bloedau CEO IAG Julia Schumelda DC Authentic Leadership Institute February 9, 2003 H
  2. 2. Learning Objectives <ul><li>To embed a workable definition of Emotional Intelligence in leadership and organizations. </li></ul><ul><li>To understand the five domains of Emotional Intelligence and their impact on our lives. </li></ul><ul><li>To utilize the EQ Map ® to explore and identify personal strengths and vulnerabilities related to EQ. </li></ul><ul><li>To develop a personal EQ-in-Action Plan resulting in demonstrable and measurable change. </li></ul><ul><li>To articulate and apply the process and content of emotional intelligence in creating and sustaining competitive advantage. </li></ul>
  3. 3. The Leadership Challenge <ul><li>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? </li></ul>
  4. 4. The Leadership Challenge <ul><li>Think of someone you are mentoring </li></ul><ul><li>right now. How do you think they </li></ul><ul><li>feel in your presence? What leadership </li></ul><ul><li>characteristics are you demonstrating? </li></ul>
  5. 5. Emotional Intelligence is the ability to... <ul><li>Sense </li></ul><ul><li>Understand , and </li></ul><ul><li>Effectively apply the power and acumen of emotions as a source of: </li></ul><ul><ul><li>Energy </li></ul></ul><ul><ul><li>Information </li></ul></ul><ul><ul><li>Creativity </li></ul></ul><ul><ul><li>Trust </li></ul></ul><ul><ul><li>Connection </li></ul></ul>
  6. 6. Three Challenges Essential to Competitive Advantage <ul><li>Deliver superior products and services, </li></ul><ul><li>Attract and retain the best people, and </li></ul><ul><li>Create opportunities for growth and innovation to take us to the future. </li></ul>
  7. 7. Three Challenges Essential to Competitive Advantage <ul><li>Deliver superior products and services, </li></ul>
  8. 8. Reasons for Losing Clients/Customers 70% 30% EQ-Related Reasons 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 on Manufacturing and Service Companies, 1989 - 1995
  9. 9. Three Challenges Essential to Competitive Advantage <ul><li>Deliver superior products and services, </li></ul><ul><li>Attract and retain the best people, </li></ul>
  10. 10. Retaining the Best People Drawn from Research at the Center for Creative Leadership, 1994 75% 25% EQ-Related Reasons Other Reasons <ul><li>Why careers get derailed: </li></ul><ul><li>Inability to handle </li></ul><ul><li>interpersonal problems. </li></ul><ul><li>Unsatisfactory team </li></ul><ul><li>leadership during times </li></ul><ul><li>of difficulty or conflict. </li></ul><ul><li>Inability to adapt to </li></ul><ul><li>change or elicit trust. </li></ul>
  11. 11. Retaining the Best People <ul><li>59 % of workers said they don’t receive recognition for a job well done. </li></ul><ul><li>61% report that their companies don’t provide ongoing career development. </li></ul>Drawn from Research by Kepner-Tregoe, Princeton, NJ, 1999 Not feeling valued and a lack of opportunities for advancement are cited as the main reasons people leave their jobs.
  12. 12. Reducing Turnover <ul><li>64% of workers say that top management doesn’t initiate programs to reduce turnover. </li></ul><ul><li>75% of workers said they don’t find management’s leadership inspiring. </li></ul>Drawn from Research by Kepner-Tregoe, Princeton, NJ, 1999
  13. 13. 50% of time wasted is due to lack of trust. John O. Whitney, Director Deming Center for Quality Management The Economics of Trust
  14. 14. Competitive Edge: Trust & Believability Drawn from UCLA Research: Mehrabian, et al 7% IQ-Related 93% EQ-Related
  15. 15. Three Challenges Essential to Competitive Advantage <ul><li>Deliver superior products and services, </li></ul><ul><li>Attract and retain the best people, and </li></ul><ul><li>Create opportunities for growth and innovation to take us to the future. </li></ul>
  16. 16. Tapping Potential <ul><li>Nationwide survey: 50,000 people quit jobs every day; </li></ul><ul><li>85% report they could work more productively; </li></ul><ul><li>Over half say they could double their productivity “if I wanted to”. </li></ul>Source: R. Huseman and J. Hatfield
  17. 17. Creating the Future <ul><li>80% of Americans do not look forward to work. </li></ul><ul><li>90% of Europeans do not look forward to work. </li></ul>Source: Annual Gallup Survey: 1997; secretan.com
  18. 18. Opportunities for Growth and Innovation High-EQ Teams Low-EQ Teams Aggregate Team IQ High Performance Adapted from Research by R. Sternberg, et al, at Yale University Low Performance
  19. 19. Trust, energy, and innovative spirit Low Low High High Hamel, Collins, Mintzberg, Handy, Kotter, Bennis, etc. Leading Transitions Sabotage changes Resist changes Let it happen Help it happen Make it happen Create the Vision Emotional Commitment
  20. 20. Three Challenges Essential to Competitive Advantage <ul><li>Deliver superior products and services, </li></ul><ul><li>Attract and retain the best people, and </li></ul><ul><li>Create opportunities for growth and innovation to take us to the future. </li></ul>
  21. 21. Three Driving Forces of Competitive Advantage Building Trust Energy & Effectiveness Creating the Future Success
  22. 22. Results <ul><li>Metrics </li></ul><ul><li>Mechanisms </li></ul>
  23. 23. Metrics <ul><li>“ A system of measurement” </li></ul><ul><li>- Webster’s New World Dictionary </li></ul><ul><li>Measurement is vital to successful </li></ul><ul><li>change and development. </li></ul><ul><li>- Q-Metrics’ bias </li></ul>
  24. 24. “ The agency or means by which an effect is produced or a purpose is accomplished” -Random House Unabridged Dictionary Mechanism
  25. 25. Mechanisms <ul><li>Capacity-generating </li></ul><ul><li>Measurable </li></ul><ul><li>Clear and concrete </li></ul><ul><li>Value-based </li></ul>PERSONAL TEAM ORGANIZATIONAL
  26. 26. Why EQ Mapping?? <ul><li>Testing </li></ul><ul><li>Numeric Scoring </li></ul><ul><li>Static </li></ul><ul><li>About a Subject </li></ul><ul><li>Judgmental/Grade </li></ul><ul><li>Single Areas </li></ul><ul><li>Mapping </li></ul><ul><li>Continuum Plotting </li></ul><ul><li>Dynamic </li></ul><ul><li>You are subject </li></ul><ul><li>Discovery/Learning </li></ul><ul><li>Integrated </li></ul>
  27. 28. Mapping Your World The EQ Map ® is:  Extensively Researched  Norm Tested  Statistically Reliable
  28. 29. Environment Competencies Values and Attitudes Awareness Outcomes Integrated Metrics
  29. 30. Performance Zones O ptimal P roficient V ulnerable C aution
  30. 31. Current Environment <ul><li>Your current life circumstances, at home and at work. </li></ul><ul><li>Sets the context for exploring your EQ capacities. </li></ul><ul><li>What is the relationship between pressures and satisfactions? </li></ul>
  31. 32. <ul><li>Awareness of emotions in yourself and others. </li></ul><ul><li>The ABC’s of emotional literacy. </li></ul>Emotional Awareness
  32. 33. <ul><li>Emotional Awareness </li></ul><ul><ul><ul><li>Emotional Self Awareness </li></ul></ul></ul><ul><ul><ul><li>Emotional Expression </li></ul></ul></ul><ul><ul><ul><li>Emotional Awareness of Others </li></ul></ul></ul>Dimensions of Emotional Intelligence
  33. 34. Emotional Competencies <ul><ul><li>Fundamental skills and behavior patterns developed over time with which we respond to </li></ul></ul><ul><ul><ul><li>people </li></ul></ul></ul><ul><ul><ul><li>events </li></ul></ul></ul><ul><ul><ul><li>circumstances </li></ul></ul></ul>
  34. 35. <ul><li>Emotional Competencies: </li></ul><ul><ul><ul><li>Intentionality </li></ul></ul></ul><ul><ul><ul><li>Creativity </li></ul></ul></ul><ul><ul><ul><li>Resilience </li></ul></ul></ul><ul><ul><ul><li>Interpersonal Connections </li></ul></ul></ul><ul><ul><ul><li>Constructive Discontent </li></ul></ul></ul>Dimensions of Emotional Intelligence
  35. 36. One’s view of the world and what one values within it. Described in the words we use The actions we take Consistency over time Values and Attitudes
  36. 37. <ul><li>Values and Attitudes </li></ul><ul><ul><ul><li>Outlook </li></ul></ul></ul><ul><ul><ul><li>Compassion Intuition </li></ul></ul></ul><ul><ul><ul><li>Trust Radius </li></ul></ul></ul><ul><ul><ul><li>Personal Power </li></ul></ul></ul><ul><ul><ul><li>Integrated Self </li></ul></ul></ul>Dimensions of Emotional Intelligence
  37. 38. EQ Depends Upon: <ul><li>Your current level of awareness </li></ul><ul><li>Your skills and competencies </li></ul><ul><li>How you view the world and what you value in it </li></ul>
  38. 39. Outcomes <ul><li>How does your EQ influence success? </li></ul><ul><li>Measures the effect of your EQ profile on: Health Quality of Life Relationships Performance </li></ul>
  39. 40. Building Trusting Relationships Values in Action Increasing Energy & Effectiveness Under Pressure Vitality in Action Creating the Future Vision in Action SUCCESS
  40. 41. Increasing Effectiveness Under 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.
  41. 42. Building Trusting 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.
  42. 43. Creating The Future <ul><li>“ There are certain moments in history when we are given the chance to open a door and let the future in.” </li></ul><ul><li>Graham Greene </li></ul>
  43. 44. Common Assumptions <ul><li>Each of us can do anything we set our mind to. </li></ul><ul><li>We should focus on “fixing” our weaknesses and let the strengths take care of themselves. </li></ul>According to SRI/Gallup research . Source: Clifton and Nelson, 1992
  44. 45. Advocate your Own Unique Potential Play to/support/reinforce your strengths! Manage your vulnerabilities.
  45. 46. 21-Day Rule Select one driving force from your Map that interests you right now!
  46. 47. <ul><li>Pick a scale that is in Proficient or Vulnerable. </li></ul><ul><li>Select any item in Scales 3 through 16. </li></ul><ul><li>Select a behavior not related to food, weight, smoking, drinking, gambling or other dependency issues. </li></ul>When Selecting Your New Behavior
  47. 48. <ul><li>Identify the behavior or situation you wish to change: </li></ul><ul><li>Describe your current behavior. (What do you do now? How do you currently respond?) </li></ul><ul><li>Describe your desired behavior. </li></ul>21-Day Rule
  48. 49. Guidelines for Creating Your Statement of Commitment <ul><li>Select only one behavior. </li></ul><ul><li>Make it specific and clear. </li></ul><ul><li>Make it measurable. </li></ul><ul><li>Must be practiced every day. </li></ul><ul><li>You must want to do it. </li></ul><ul><li>You must take full power and full responsibility for your actions. </li></ul>
  49. 50. Declaring Your Statement of Commitment <ul><li>Every day, for 21 days, I will……. </li></ul>
  50. 51. Buddy System Schedule of Contacts <ul><li>24 hours </li></ul><ul><li>Day 3 </li></ul><ul><li>Day 5 </li></ul><ul><li>Day 7 </li></ul><ul><li>Day 10 </li></ul><ul><li>Day 15 </li></ul><ul><li>Day 21 </li></ul>
  51. 52. “ If you’re not standing on the edge, you’re taking up too much space.” Eunice Azzani, Executive VP, Korn/Ferry International

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