The document discusses applying emotional intelligence in healthcare IT organizations. It defines emotional intelligence and explores its five domains and their impact. The document emphasizes that developing emotional intelligence can help organizations address three key challenges: delivering superior products/services, attracting and retaining top talent, and creating opportunities for growth. It provides research showing the importance of emotional intelligence for building trust, managing relationships, and leading change. The document promotes using EQ mapping to assess strengths/weaknesses and develop personalized plans to improve specific emotional competencies over 21 days.

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. 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.

3. 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?

4. 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?

5. Emotional Intelligence is the ability to... Sense Understand , and Effectively apply the power and acumen of emotions as a source of: Energy Information Creativity Trust Connection

6. 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.

7. Three Challenges Essential to Competitive Advantage Deliver superior products and services,

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. Three Challenges Essential to Competitive Advantage Deliver superior products and services, Attract and retain the best people,

10. Retaining the Best People Drawn from Research at the Center for Creative Leadership, 1994 75% 25% EQ-Related Reasons 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.

11. Retaining the Best People 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. 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. 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

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. Competitive Edge: Trust & Believability Drawn from UCLA Research: Mehrabian, et al 7% IQ-Related 93% EQ-Related

15. 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.

16. 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

17. 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

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. 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. 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.

21. Three Driving Forces of Competitive Advantage Building Trust Energy & Effectiveness Creating the Future Success

22. Results Metrics Mechanisms

23. Metrics “ A system of measurement” - Webster’s New World Dictionary Measurement is vital to successful change and development. - Q-Metrics’ bias

24. “ The agency or means by which an effect is produced or a purpose is accomplished” -Random House Unabridged Dictionary Mechanism

25. Mechanisms Capacity-generating Measurable Clear and concrete Value-based PERSONAL TEAM ORGANIZATIONAL

26. Why EQ Mapping?? Testing Numeric Scoring Static About a Subject Judgmental/Grade Single Areas Mapping Continuum Plotting Dynamic You are subject Discovery/Learning Integrated

28. Mapping Your World The EQ Map ® is:  Extensively Researched  Norm Tested  Statistically Reliable

29. Environment Competencies Values and Attitudes Awareness Outcomes Integrated Metrics

30. Performance Zones O ptimal P roficient V ulnerable C aution

31. 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?

32. Awareness of emotions in yourself and others. The ABC’s of emotional literacy. Emotional Awareness

33. Emotional Awareness Emotional Self Awareness Emotional Expression Emotional Awareness of Others Dimensions of Emotional Intelligence

34. Emotional Competencies Fundamental skills and behavior patterns developed over time with which we respond to people events circumstances

35. Emotional Competencies: Intentionality Creativity Resilience Interpersonal Connections Constructive Discontent Dimensions of Emotional Intelligence

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

37. Values and Attitudes Outlook Compassion Intuition Trust Radius Personal Power Integrated Self Dimensions of Emotional Intelligence

38. EQ Depends Upon: Your current level of awareness Your skills and competencies How you view the world and what you value in it

39. Outcomes How does your EQ influence success? Measures the effect of your EQ profile on: Health Quality of Life Relationships Performance

40. Building Trusting Relationships Values in Action Increasing Energy & Effectiveness Under Pressure Vitality in Action Creating the Future Vision in Action SUCCESS

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.

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.

43. 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

44. 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

45. Advocate your Own Unique Potential Play to/support/reinforce your strengths! Manage your vulnerabilities.

46. 21-Day Rule Select one driving force from your Map that interests you right now!

47. 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

48. 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

49. 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.

50. Declaring Your Statement of Commitment Every day, for 21 days, I will…….

51. Buddy System Schedule of Contacts 24 hours Day 3 Day 5 Day 7 Day 10 Day 15 Day 21

52. “ If you’re not standing on the edge, you’re taking up too much space.” Eunice Azzani, Executive VP, Korn/Ferry International