l goren plenary emotional intelligence

Emotional Intelligence: Aligning Intent & Impact

The Foundation for Medical ExcellenceLisa Goren

IS MEANING…

"What man actually needs is not a tensionless state but rather the striving and struggling for some goal worthy

of him. What he needs is not the discharge of tension at any cost, but the call of a potential meaning waiting to be

fulfilled by him."

– Victor Frankl, “Man’s Search for Meaning”

UNCOVERING YOUR MEANING

• How would those closest to you describe you?

• What are you unwilling to compromise on?

• What guides your thoughts, decisions and behaviors?

• What do you stand for? (not, what are you good at)

The ideal destination…

JOURNEY

Is not always the ideal journey…

DESINTATION

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“In medicine, we often forget that leadership is really about leading people. We often substitute fund of

knowledge, clinical skills, seniority, even income – but those are only attributes and ultimately have little to do

with true leadership…

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…Leadership is the ability to listen, translate, decide and motivate others. The lack of leadership is often

more apparent in hospitals, medical schools and health care organizations because we’re not trained to

recognize true leadership.”

--Dr. Freddie Chen

OBJECTIVES

• Define Emotional Intelligence• Understand the link between (awareness) and

impact (behavior) in personal and professional interactions

• Learn strategies for improving well-being through leveraging Emotional Intelligence

What is Emotional Intelligence?

Emotional intelligence is not about being nice all the time.It is about being honest.

Emotional intelligence is not about being “touchy-feely.”It is about being aware of your feelings, and those of

others.

Emotional intelligence is not about being emotional.It is about being smart with your emotions.

“We are being judged by a new yardstick; not just how smart we are, or by our

training and expertise, but also how well we handle ourselves and each other.”

--Daniel Goleman, Ph.D.

EMOTIONAL INTELLIGENCE (EQ)

Includes high degrees of self-awareness, self-regulation, motivation, empathy, and

social skill.

Goleman, 1995

EMOTIONAL INTELLIGENCE (EQ)

PERSONAL COMPETENCE

Self Awareness

Self Management

SOCIALCOMPETENCE

Social Awareness

Relationship Management

EMOTIONAL INTELLIGENCE (EQ)

• Self-awareness - ability to read one's emotions and recognize their impact while using gut feeling to guide decisions

• Self-management – ability to control one's emotions and impulses and adapt to changing circumstances

Goleman, 1998

EMOTIONAL INTELLIGENCE (EQ)

• Social awareness - ability to sense, understand, and react to other's emotions while comprehending social networks

• Relationship management - the ability to inspire, influence, and develop others while managing conflict

Goleman, 1998

IT’S REALLY ABOUT ATTENTION

• Attention is constantly under assault from internal and external stimuli

• Effective leadership is based on knowing what to focus on• Cultivating the ability to harness one’s attention is a

differentiator • Focused leaders can command a full range of their own

attention

You can’t be mindful if you’re mindfull

IMAGINE IF YOU COULD…

• Be in touch with your internal world, • Control your impulses, • Be aware of how others see you• Weed out distractions

What would be possible?

Cultivating your Emotional Intelligence is key to your success

THREE KEY QUESTIONS

• Who am I?• Self-Awareness & Self-Management

• Who are you?• Awareness of others & Relational-Management

• Who are we?• Awareness of the team & Team Management

Key Question #1: Who am I?

Learning Emotions

LEARNING EMOTIONS

• Growing up• Medical school• Practice• Life events

EMOTIONAL AVOIDANCE

• Creating distractions- Mindless behaviors, addictions, electronics, crammed schedule

• Choosing a default- Anger, joking, sadness, blame

• Shutting off- Disconnecting from any emotion

EMOTIONAL ABUNDANCE

• Empathy—Creating understanding & support• Humor—Creating space for learning and growth• Courage—Taking risks and sticking with it• Vulnerability—Revealing and making mistakes• Optimism—Encouraging hope & innovation

FROM THE INSIDE OUT

• What three adjectives you would use to describe your personality?

• How do these change on good days vs. bad days?

• Using a scale of 1-10, how do you rate your ability to connect and build rapport?

FROM THE OUTSIDE IN

• What three adjectives would others use to describe your personality?

• How do these change on good days vs. bad days?

• If others were using a scale of 1-10, how would they rate your ability to connect and build rapport?

MIND THE GAP

• What do you notice about differences between ‘good’ days and ‘bad’ days?

• What do you notice about differences between your perspective and the perspective of others?

• Realizations or ah ha’s?

Key Question #2:Who are you?

EMOTIONAL INTELLIGENCE (EI)

• IQ and technical skills are considered ‘threshold capabilities’— they are entry level requirements, or “what helps you get the job”

• EQ is proving to be the strongest indicator of success in the work world – contributing to leadership success as much as 85-90%*

*Nadler, Reldan S., Leading with Emotional Intelligence

“Physician leaders are working in rapidly evolving systems and must respond to increasing and changing demands. Emotional

Intelligence correlates significantly and positively with job performance beyond that which can be explained by cognitive

ability and other personality factors.”

(Monroe & English, 2013)

MOOD CONTAGION & OUR SOCIAL BRAINS

• Our social brains cause us to transfer emotions

• Unintentional imitation of mood behavior

• Induces mood state

• Induces behavioral congruence

• The person with the most power sets the tone

(Neumann & Strack, 2000) (Goleman, 2014)

DEFINING IMPACT

1. To strike one thing against another; forceful contact; collision

2. To drive or press closely or firmly into something; pack in; congest

3. To influence or have an effect on

(Dictionary.com)

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A PHYSICIAN’S IMPACT

• Being ‘on stage’• Having the loudest voice• Setting a tone• Changing a mood• Creating ‘truths’• Modeling what is acceptable

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Key Question #3: Who are we?

AN EPIDEMIC

• Medical errors would rank 5th on the list of top ten causes of death in the US

• Lack of effective communication and collaboration as leading contributor to medical errors

(Joint Commission, 2005)

BARRIERS TO COLLABORATION

• Working in silos• Autonomy• Low trust• Poor communication• Power• Unclear roles/responsibilities/accountability• Disruptive behavior• Too much to do in too little time

NOTICING

• How would outsiders describe your team?

• How does your team interact on a good day?

• How does your team interact on a bad day?

• How does your team recover from bad days?

Can EI be learned?

An Equation for Change

Willingness + Ability = Change

A SUCKER’S CHOICE

• You don’t have to choose between thinking & feeling

• Value both forms of intellect

• Learn to integrate and leverage strengths of both

This will just be a little uncomfortable…

BUILDING EI MUSCLES

• Minimize distractions through cultivating mindfulness • Perform a brief emotional check up• Check in with others directly and through observation• Air, food, water, shelter• Engage optimism• Watch yourself from the outside• Find an outlet• Take accountability• Exercise forgiveness & empathy

THANK YOU

Lisa GorenProgram Director

Physician Alignment & Engagement

Legacy Health

lgoren@lhs.org