Steve Granville - Medical Leadership Consulting
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The document discusses emotionally intelligent leadership (EIL) in clinical settings. EIL emphasizes connecting with others on a personal level by understanding primal human needs and emotional responses. It can help medical leaders navigate interpersonal challenges more effectively to improve outcomes. The author, Steve Granville, is a leadership consultant who uses principles from social neuroscience and techniques like non-violent communication to help medical professionals develop skills for regulating their own emotions and building trustful relationships with their teams.
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All organizations rely on people for their success. As a manager, it is especially important that
you understand the complex intrapersonal and interpersonal dynamics that drive each individual
within an organization. For this Discussion, you examine the value of motivation and emotional
intelligence for individuals and how they impact situations in the workplace.
Analyze the value of emotional intelligence for organizational leaders. Include an explanation of
a professional experience where the presence or lack of emotional intelligence impacted the
outcome of the situation. Then, evaluate your emotional intelligence and recommend strategies
you might use to enhance your own development.
Solution
Emotional intelligence (EI) is the capacity or propensity to perceive, harness, regulate, and
understand emotions adaptively in oneself as well as in others within an organization. Emotional
intelligence is not just about feelings or being decent to others. It is being able to say what should
be said without losing control of the circumstance (Fatima Ashraf, 2012).
It doesn\'t mean giving into all feelings, yet communicating feelings suitably and urging others to
do likewise. Emotional Intelligence is not hereditary but rather learned and can be developed
through practice and constructive criticism (Weiszbrod, 2015). These are aptitudes to be
produced instead of identity traits that are more concrete.
There are five segments of EI: self-control, self-awareness, empathy, inspiration, and social
expertise. Managers and staff who have these qualities can have an exceptionally constructive
outcome on their organizations (Fatima Ashraf, 2012).
One reason emotional intelligence is fundamental to achievement is that it is successful in
managing stress in the workplace. Medicinal services are a multifaceted and stressful working
environment. Dealing with the stress of organizational change in health care is an aptitude that
health care managers must recognize.
Teams has a tendency to perform at a higher lever under an EI administration, or possibly
administration that has been through emotional intelligence. While it is critical for managers to
be sincerely astute, managers are not by any means the only individuals in an organization that
advantage from these qualities and attributes. IE is a principal key to achievement in the
therapeutic services.
It has been found that medical attendants that have EI attributes are by and largely ready to give
better care to their patients and are much more content while delivering that care (Weiszbrod,
2015). At the point when a medical attendant can read the patient\'s feelings and sympathize are
then ready to approach the patient in the right way and optimize the patient care.
Patients with will start to feel more protected and comfortable with a medical caretaker that has
exceptional emotional intelligence. In the past sympathy and solace were seen as female staff
constructs; in this manner, male healthcare experts di.
Vinay Ravindran
The document discusses the importance of emotional intelligence in the workplace. It states that successful people are often those with high emotional intelligence, as they are able to handle change well, work as a team player, and nurture relationships. Emotional intelligence involves self-awareness, self-management, social awareness, and relationship management. Employers are increasingly valuing emotional intelligence over IQ, as those with high EQ make better coworkers and leaders by adapting well to change, navigating difficult people strategically, and motivating themselves intrinsically. Ultimately, emotional intelligence can help one progress further in their career and maintain well-being.
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Similar to Steve Granville - Medical Leadership Consulting
All organizations rely on people for their success. As a manager, it.pdf
All organizations rely on people for their success. As a manager, it is especially important that
you understand the complex intrapersonal and interpersonal dynamics that drive each individual
within an organization. For this Discussion, you examine the value of motivation and emotional
intelligence for individuals and how they impact situations in the workplace.
Analyze the value of emotional intelligence for organizational leaders. Include an explanation of
a professional experience where the presence or lack of emotional intelligence impacted the
outcome of the situation. Then, evaluate your emotional intelligence and recommend strategies
you might use to enhance your own development.
Solution
Emotional intelligence (EI) is the capacity or propensity to perceive, harness, regulate, and
understand emotions adaptively in oneself as well as in others within an organization. Emotional
intelligence is not just about feelings or being decent to others. It is being able to say what should
be said without losing control of the circumstance (Fatima Ashraf, 2012).
It doesn\'t mean giving into all feelings, yet communicating feelings suitably and urging others to
do likewise. Emotional Intelligence is not hereditary but rather learned and can be developed
through practice and constructive criticism (Weiszbrod, 2015). These are aptitudes to be
produced instead of identity traits that are more concrete.
There are five segments of EI: self-control, self-awareness, empathy, inspiration, and social
expertise. Managers and staff who have these qualities can have an exceptionally constructive
outcome on their organizations (Fatima Ashraf, 2012).
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therapeutic services.
It has been found that medical attendants that have EI attributes are by and largely ready to give
better care to their patients and are much more content while delivering that care (Weiszbrod,
2015). At the point when a medical attendant can read the patient\'s feelings and sympathize are
then ready to approach the patient in the right way and optimize the patient care.
Patients with will start to feel more protected and comfortable with a medical caretaker that has
exceptional emotional intelligence. In the past sympathy and solace were seen as female staff
constructs; in this manner, male healthcare experts di.
Vinay Ravindran
The document discusses the importance of emotional intelligence in the workplace. It states that successful people are often those with high emotional intelligence, as they are able to handle change well, work as a team player, and nurture relationships. Emotional intelligence involves self-awareness, self-management, social awareness, and relationship management. Employers are increasingly valuing emotional intelligence over IQ, as those with high EQ make better coworkers and leaders by adapting well to change, navigating difficult people strategically, and motivating themselves intrinsically. Ultimately, emotional intelligence can help one progress further in their career and maintain well-being.
CET UNITIII HUMAN RELATIONS.pptx
Human relations are fundamental in various professions including nursing. Nurses constantly interact with patients, families, colleagues and the multidisciplinary healthcare team. As members of society, nurses also interact with people in their personal lives. Therefore, nurses must be well-equipped with skills in human relationships to carry out their professional and personal responsibilities efficiently. Effective human relations enable understanding of human behavior and developing positive attitudes.
Emotional intelligence
The document discusses emotional intelligence (EI), including its definition, importance in the workplace, impacts, and framework. It notes that EI involves perceiving, understanding, and managing emotions. Research shows EI is important for job performance and success more than IQ alone. The document outlines positive impacts of high EI like better productivity and leadership, and negative impacts of low EI. It discusses Daniel Goleman's model of EI comprising personal competence, self-awareness, self-regulation, empathy and social skills. The document also lists personnel in organizations that require EI training like top executives and high potential employees.
"Emotional Intelligence" another old concept with a new name board
The document discusses emotional intelligence (EI), including its definition, importance in the workplace, impacts, and key areas. It notes that EI involves perceiving, understanding, and managing emotions, and that research shows EI is important for job performance. The document outlines positive impacts of high EI like better productivity and leadership, and negative impacts of low EI. It also provides Daniel Goleman's framework of EI, which includes personal competence, self-awareness, self-regulation, empathy, and social skills.
Working with Individuals ©2018 Laureate Education, Inc 1 .docx
Working with Individuals
©2018 Laureate Education, Inc 1
Working with Individuals
Program Transcript
NARRATOR: To elicit the best in others and maximize their own potential, health
care leaders must recognize the values and motivations that drive human
behavior, and understand how those may vary from person to person across an
organization.
CECILIA K. WOODEN: So when we come to an organization, when we're
working with other people, we need to be aware that our behavior is exemplary of
our values.
NARRATOR: In this program, Dr. Cecelia Wooden discusses the alignment
between one's personal values and the values of an organization. Dr. Louis
Rubino and Dr. Brenda Freshman explain the importance of promoting emotional
intelligence in health care organizations.
BRENDA FRESHMAN: When you're aware of your emotional intelligence skill
sets, you can begin to make choices to enhance relationships rather than destroy
them.
CECILIA K. WOODEN: Values are very important in a couple ways. Number one,
they not only guide your behavior, but as a leader or in the workplace, they are
also going to contribute or detract from your success or the success of the
people that you work with. So continually being aware of what your values are is
an important part about being a good leader.
And I would submit that an individual who is happy at work, who feels fulfilled at
work, is an individual whose personal values match the values of the
organization. Let's imagine that you're confident and comfortable in knowing what
your own values are, and yet you find in your workplace that there's a disconnect,
or there's a gap between the values that you hold near and dear and the values
that either organization holds near and dear or manifests.
And an example of this might be, I went into nursing because of a deep need to
care for people. The more time I can just spend talking with a patient, standing by
the bedside, the more familiar the patient is with me. And the more we develop
an understanding of each other, the more confident she's going to be in the care
she or he is getting, and the outcomes are going to be much better.
However, in our organization because we are so short staffed, and the
organization does not want to close beds down, does not want to close a unit
down, I'm having to work double shifts. I can't spend enough bedside time with
my patients because of the technology requirements that I'm struggling with
trying to learn. I'm only spending 28% of my nursing day in contact with a patient.
That will cause a great disconcert with me and a great disconnect.
Working with Individuals
©2018 Laureate Education, Inc 2
So the question is, what do I do about it? What can I do about it? Well, at the
most elemental level, a good clinician will go to her supervisor immediately and
say, I know we're required to do double shifts because of short staffing. Or I know
we're having to engage in X, Y, and Z behav ...
Reynolds Consulting, Understanding Emotional Intelligence
The document discusses emotional intelligence and its importance. It defines emotional intelligence as the ability to recognize and manage emotions. Those with emotional intelligence are better able to avoid conflicts, reach consensus, and manage stress. Emotional intelligence is a key factor in business performance, as understanding one's own and others' emotions leads to better decision making and relationships. While emotional intelligence has benefits, it is an important skill, not just a luxury, for professional success.
Mental Health by Nelson (Group 2)
The document discusses mental health and mental hygiene. Mental health refers to an individual's ability to function effectively and be happy in their social roles. Mentally healthy people accept themselves, accept others, and are able to meet life's demands. Mental hygiene promotes healthy mental adjustments through principles aimed at developing wholesome personalities. It can involve preventative, therapeutic, and curative approaches. The principles of mental health and hygiene are important in business for maintaining good employee-employer and employee relationships to support productivity and harmony. Respecting personalities, appreciating limitations, and understanding motivations can help achieve sound mental hygiene among workers.
The role of emotional intelligence in effective leadership
The document discusses the importance of emotional intelligence for effective leadership. It defines emotional intelligence as the ability to understand and manage one's own emotions and the emotions of others. Research shows emotional intelligence is strongly linked to job performance and career success. Leaders who lack emotional intelligence are more likely to fail due to an inability to control their emotions in difficult situations. Developing emotional intelligence can help leaders build stronger relationships, reduce conflicts, and handle stress more effectively.
Emotional Intelligence in Helathcare
Emotional Intelligence (EI or EQ) is the ability of an individual to identify, control and manage emotions of oneself and others in order to maintain healthy relationships. Emotional intelligence in healthcare professionals helps in enhancing patient satisfaction and clinical outcomes
Life skills - soft skills
This document discusses life skills and their importance. It defines life skills as skills needed to enhance one's quality of life, such as decision making, problem solving, critical thinking, communication, self-awareness and managing emotions. It provides examples of each skill and their benefits, including improved employment opportunities, social interactions and contributions to society through cultural awareness and cooperation. The conclusion emphasizes that life skills help people adapt to various situations and think creatively for personal and social betterment.
Mental Health _ Monthly Developments Magazine
The passage discusses changes in approaches to humanitarian aid worker mental health. It notes a shift from crisis response models to preventative care and an increased focus on staff well-being. Factors like unpredictable work environments, threats of violence, organizational changes and loss of team structures impact mental health. Recent research highlights the importance of resilience-building and understanding brain health. Going forward, opportunities include increased training, practical resilience strategies, and improved global mental health standards and access to care.
1 emotional intelligence
The document discusses emotional intelligence (EI) and its impact on organizational effectiveness. It defines EI as the ability to perceive, understand, and manage emotions. Research shows that employee retention and productivity are strongly influenced by relationships with supervisors. Employees with excellent bosses are four times less likely to leave than those with poor bosses. Developing talent, teamwork, commitment and other factors are influenced by EI and important for addressing challenges organizations face. The four domains of EI - self-awareness, self-management, social awareness, and relationship management - are also outlined.
Emotional Intelligence for Smart Leadership
We know today that emotional intelligence matters for leadership. So just how do you develop your emotional intelligence to impact business results? It is not as complicated as you think.
Emotional intelligence-presentation-1218088598374872-8
Emotional intelligence is twice as important as IQ in predicting career success. It involves self-awareness, self-management, social awareness, and relationship management. Leaders with high emotional intelligence know their strengths and weaknesses, manage their emotions well, read social situations effectively, and build strong relationships. Developing emotional intelligence is important for leadership success. While emotional intelligence is not fixed, it can be increased through self-reflection, getting feedback, practicing new behaviors, and developing supportive relationships.
Emotional Intelligence Presentation
Emotional intelligence is twice as important as IQ in predicting career success. It involves self-awareness, self-management, social awareness, and relationship management. Leaders with high emotional intelligence know their strengths and weaknesses, manage their emotions well, read social situations effectively, and build strong relationships. Developing emotional intelligence is important for leadership success. While emotional intelligence is not fixed, it can be increased through self-reflection, getting feedback, practicing new behaviors, and building supportive relationships.
Research Goals and Research Questions-Qualitative or Quantitative-Give.docx
Research Goals and Research Questions:
Qualitative or Quantitative?
Given that you now know the philosophical differences in qualitative and qualitative research, you should now be able to distinguish between those types of research goals. See this list attached of research goals and research questions. 1) Match the research goal to the research question(s) and 2) identify them as either qualitative or quantitative (no mixed methods yet), and 3) explain WHY it is so.  Use the table below to cut/paste the goals and questions into and provide your answers. Look for specific key words to help you differentiate between qualitative and quantitative, and remember that the “why†answer is vital.
Research Goal
1. The goal of this study is to investigate whether leaders' well-being, in the form of positive affect and job stress, can be explained by leader-member exchange (LMX) quality at the group level of analysis.
2. What is the process of negotiating and reaching consensus within a particular social structure?
3. The purpose of this study is to explore how spousal carers of people with MS interpreted their lived experience with their partner, the way in they assigned meaning to their being in such a situation, and the skills and knowledge they have developed to live with their situation.
4. The purpose of this study was to investigate decision-making experiences and the social psychological processes family member surrogates use for health care decisions as they related to decision making with and for a terminally ill family member.
5. The purpose of this study is to examine the extent to which leaders' and teams' goals work together to affect a range of outcomes when their teams fail to regulate (i.e., when they focus exclusively on one particular type of goal). We explicitly focused on learning and performance goals because this distinction is perhaps the most obvious and salient type of goal tension in work organizations.
6. What role does friendship play in girls’ developing sense of self? Specifically, does girls’ friendship provide a form of resilience as they transition from childhood to adolescence?
7. This study will examine the roles of experiential opportunities, organization-initiated cross-cultural experiences (i.e., those found in leadership development programs) and non-work cross-cultural experiences.
8. The goal of this study is to analyze the conditions under which women are promoted to top leadership positions and exploring the challenges they face post-promotion.
Research Questions
1. What do caregivers define as successful day-to-day experience?
2. How do girls describe the development of their sense of self during transition from childhood to adolescence?
3. Does group-level analysis of leader-member exchange explain leaders’ psychological states of leader well-being, in the form of positive affect and job stress?
4. After promotion, do female leaders experience a lack of support and/or challenges to their le.
HR Neuroscience & Human Resources
Made public from McLean & Company, Dr. Dalton Kehoe contributes to build evidence-based HR practices that work with the brain, not against it, to gain credibility with stakeholders and drive business results.
Mkmb consulting change 08302013
This document discusses managing change in today's business environment. It introduces Hsiang-Yi Lin, the CEO and founder of MKMB Consulting, who helps organizations build capacity for continuous growth and innovation. The document emphasizes that cultivating a culture of innovation and adaptive learning is important for long-term success. It provides strategies for developing a conscious mindset, leadership, and business approach to better manage change. It also discusses how emotions and human factors play a large role in how organizations respond to change, and the importance of emotional intelligence for leaders to guide their organizations through periods of change.
Emotional intelligence how to utilize emotional intelligence in the workplace
Emotional Intelligence is important for anyone who wants to excel in personal and professional life. Here's how to use emotional intelligence in the workplace:
Similar to Steve Granville - Medical Leadership Consulting (20)
All organizations rely on people for their success. As a manager, it.pdf
All organizations rely on people for their success. As a manager, it.pdf
"Emotional Intelligence" another old concept with a new name board
"Emotional Intelligence" another old concept with a new name board
Working with Individuals ©2018 Laureate Education, Inc 1 .docx
Working with Individuals ©2018 Laureate Education, Inc 1 .docx
Reynolds Consulting, Understanding Emotional Intelligence
Reynolds Consulting, Understanding Emotional Intelligence
The role of emotional intelligence in effective leadership
The role of emotional intelligence in effective leadership
Emotional intelligence-presentation-1218088598374872-8
Emotional intelligence-presentation-1218088598374872-8
Research Goals and Research Questions-Qualitative or Quantitative-Give.docx
Research Goals and Research Questions-Qualitative or Quantitative-Give.docx
Emotional intelligence how to utilize emotional intelligence in the workplace
Emotional intelligence how to utilize emotional intelligence in the workplace
Steve Granville - Medical Leadership Consulting
- 1. Connect. Then Lead. Emotionally Intelligent Medical Leadership. Emotionally Intelligent Leadership (EIL) is an approach to professional development of healthcare practitioners that emphasizes the personal. Actually, it emphasizes the deeply personal, the primal and biological ways in which humans interact. Current research into human behavior and social neuroscience continues to point to the crucial nature of our need to connect and interact with other humans. We also now know the structural challenges to addressing these needs within Hospital settings and the hard costs of not doing so. Originating from deep within our primitive brain, attachment strategies and neural architectures contribute to our survival and how we move through the world. These primal impulses drive how we express emotion and seek to satisfy our needs. Emotionally Intelligent Leaders are skillful at cultivating insight into their own emotional landscape and using this information to act in ways that change the way others act. Are You Feeling It? The Case for Emotionally Intelligent Leadership in Clinical Settings. Effective Leadership in hospitals is fraught with interpersonal hazards. It takes insight to deftly navigate the ‘soft’ obstacles preventing a department from reaching its potential. Engage the Heart of the Matter. Skillfully engaging the internal experience of being alive takes insight, practice and courage. Steve Granviille guides and supports Medical Leaders in developing the skills to enjoy easier and more effective work lives.
- 2. 2 Steve Granville – Emotionally Intelligent Leadership Soft Skills and Hard Costs Don’t let fleeting emotions drive unintended concrete results: Shifting from Reaction to Response in emotionally charged work environments. The higher the stakes in a work environment, the more pressing the need to address the emotions present. The inherent cultural norms and stresses of hospital work can contribute to disconnection and conflict between team members that results in real world costs: poor outcomes, breaks with protocol, lost productivity, more frequent HR interventions, lower job satisfaction and employee churn. The patient gets short changed as well. By not appropriately engaging the realities of social cognition we inhibit our critical thinking processes and capacities while we rely more on primitive survival strategies instead of executive function. Research findings as well as Management/Leadership Consulting best practices now recognize how critical human interaction is to the bottom line. Directly addressing the social needs of medical practitioners yields strong and profitable results. Emotionally Intelligent Leadership starts with learning how stress responses drive impulsive decision- making and thinking errors. Leaders begin to discern the difference between a reaction and a response and then learn how to orient to feelings (theirs’ and others’) in the workplace simply as information about what needs to be addressed, not avoided. Specific practices and techniques serve as skills to enable responses to situations that accomplish team objectives. A team culture is nurtured that rewards healthy discharge, direct communication, conflict resolution and cohesion. The emotionally skillful Medical Leader is able to build trust with his or her team and organization by attending to its primal/social needs. Leaders are able to navigate the threats and rewards inherent to human interaction and the workplace. Emotionality and conflict become opportunities to deepen trust and connection that then increase productivity.
- 3. 3 Steve Granville – Emotionally Intelligent Leadership Steve Granville is a Leadership Consultant and entrepreneur. After successfully building and selling two consumer facing brands, he now focuses his efforts on supporting people in emotionally charged environments in becoming more skillful at leading others. Using the insights gained in the corporate world about what promotes and inhibits connection and successful outcomes, he then turned to understanding how our brain’s socially-focused ‘default network’ is the key to pivoting from surviving to thriving. Steve is a Faculty Member (Intern) of the Hoffman Process, a personal growth workshop (www.hoffmaninstitute.org). He employs various models and approaches in his work such as Non-Violent Communication, threat/reward responses, Restorative Justice techniques, SCARF and attachment theory as well as social neuroscience principles to enable Leaders to successfully mange themselves and then others. His tools and practices have found the best traction in environments with high emotional stakes. The most stressful workplaces, like hospitals, carry the highest emotional charges. When emotional charge is high the consequences of failing to address it are the most acute. The ability to be grounded and consciously responsive ultimately results in stronger connections, rapid conflict resolution, greater efficiencies and better outcomes. The strengths that propel medical leaders into their positions are often the ones that can inhibit their managerial development as well as the development of a department’s optimal culture. Doctors, Staff and HR enjoy working with Steve through the lens of Leadership Development. Results are a deepening of insight, more skillful interactions and increased positive affect as well as healthier team cultural norms all without disciplinary or psychiatric interventions. Steve has a Masters of International Management (MIM-Thunderbird '94) and a BA in Comparative Religion (Hamilton College ’90). He has enjoyed great success in the business world within sales, branding and marketing. As Co-Founder and CEO of Fleurville, Inc. his products and branding were featured in the New York Times, Time Magazine, InStyle as well as numerous other magazines, movies and television shows including the Oprah Winfrey Show. He has also worked as Co-Founder and Managing Partner in an online private sale company and solar development venture as well as Vice President of Marketing and Business Development in the digital design, entertainment and ecurrency spaces. Steve lives in Marin County, California. Engagement rates begin at $300/hr. Feel free to contact him: stevogranville@gmail.com 415-302-7363 Steve Granville Medical Leadership Consultant