Leadership and Emotional Intelligence How to Navigate through the World of Communication

Transcription

1 Leadership and Emotional Intelligence How to Navigate through the World of Communication Dominick Tammaro, MD Internal Medicine Residency Director Associate Professor of Medicine Warren Alpert Medical School, Brown University Providence, RI

2 Outline Leadership & Emotional Intelligence Definitions & Descriptions Summary of Principles Communication Skills with Bit of Focus on Managing Up Skills Principles Recommended Readings

3 Outline Leadership & Emotional Intelligence Definitions & Descriptions Summary of Principles Communication Skills with Bit of Focus on Managing Up Skills Principles Recommended Readings

4 Leadership & Emotional Intelligence Emotional intelligence (EI) - the ability to identify, assess and control the emotions of oneself, of others and of groups. Emotional Intelligence Daniel Goleman, 1995 Based on previous work in 1970 s Howard Gardner (Harvard) Peter Salovey (Yale) John Mayer (University of New Hampshire) Measurement Tools: Emotional Intelligence Appraisal Bradberry & Greaves, 2001 Mayer-Salovey-Caruso Emotional Intelligence Test

5 Was Alexander Hamilton Emotionally Intelligent? Burr, I d rather be divisive than indecisive! Drop the niceties! Now what I m gonna say may sound indelicate With apologies to the cast of Hamilton. Moderation in temper is always a virtue; but moderation in principle is always a vice. With apologies to Thomas Paine, 1792

6 Why is the Important? Leadership benefits Improved team performance Improved job satisfaction among leaders and team members Improved growth & solutions out of conflict

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8 Domains & Competencies Self-Awareness Domain: Competency: Self-Awareness Emotional Self Awareness Having a deep understanding of our emotions, strengths, weakness, needs, and drives Being honest with ourselves and the others Leaders with Self-Awareness avoid taking actions which are inconsistent with organization s capabilities or goals seek to enhance assets/abilities in order to succeed/obtain better results develop self-confidence in challenging settings (e.g. speaking in public, like right now)

9 Domains & Competencies Self-Management Domain: Competency: Self-Management Emotional Self-Control, Adaptability, Achievement Orientation, Positive Outlook Controlling our feelings and emotional impulses/expressions If you cannot control circumstances, you can at least control your response/outlook Demonstrating adaptability and flexibility with challenges Leaders with Self-Regulation think first before taking an action (like REPLY TO ALL ) do not easily get angry or panic (only demonstrate anger strategically) react to all situations with a smile and thoughtful consideration

10 Domains & Competencies Self-Management Domain: Competency: Self-Management Emotional Self-Control, Adaptability, Achievement Orientation, Positive Outlook Controlling our feelings and emotional impulses/expressions If you cannot control circumstances, you can at least control your response/outlook Demonstrating adaptability and flexibility with challenges Leaders with Self-Regulation think first before taking an action (like REPLY TO ALL ) do not easily get angry or panic (only demonstrate anger strategically) react to all situations with a smile and thoughtful consideration

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12 Domains & Competencies Social Awareness Domain: Social Awareness Competency: Empathy, Organizational Awareness Understanding others and taking active interest in their concerns Being sensitive to the diversity about what the others feel Leaders with Social Awareness Understand what team members feel or want by being aware of their needs, perspectives, feelings, concerns, and developmental needs/stages Instruct staff carefully and clearly Becoming a good listener (comprehend, avoid interruption)

13 Domains & Competencies Relationship Management Domain: Competency: Relationship Management Influence, coach & mentor, conflict management, teamwork, inspirational leadership) Ability in managing relationships (no work will be done alone) Collaborative spirit of cooperation with a purpose and moving people to the desired direction Leaders with Relationship Management Skills work together with team members use social interactions to build and improve team dynamics and trust are supportive use communication techniques which inspire as well as direct activities have proficiency in resolving conflicts and finding win/win (i.e. not Congress)

14 Domains & Competencies Relationship Management Domain: Competency: Relationship Management Influence, coach & mentor, conflict management, teamwork, inspirational leadership Ability in managing relationships (no work will be done alone) Collaborative spirit of cooperation with a purpose and moving people to the desired direction Leaders with Relationship Management Skills Work together with team members Use social interactions to build and improve team dynamics and trust Are supportive Use communication techniques which inspire as well as direct activities Have proficiency in resolving conflicts and finding win/win (i.e. not Congress)

15 Domains & Competencies Relationship Management Domain: Competency: Relationship Management Inspirational leadership Use communication techniques which inspire as well as direct Ravi I d like you to improve the faculty advisor system. The residents and faculty are just not connecting and I think we are wasting people s time. Why don t you come up with something different and we ll discuss it next week? Claudia I met with one of my residents and became aware that not only had they never met with their faculty advisor but they didn t even know who it was! I think we can do better for our residents, especially the struggling interns in deploying faculty advisor resources, but I m not sure how best to do that. Would you be willing to work on this, I d like to work with you on this as well who else would like to participate? I d love to have a system where the residents see their advisors as guides and advocates and think we can accomplish this with a little creativity.

16 Emotional Intelligence The Importance of Balance The 12 EI Competencies work together to achieve balance Imbalance may compromise effective leadership & communication

17 Emotional Intelligence The Importance of Balance The 12 EI Competencies work together to achieve balance Imbalance may compromise effective leadership & communication

18 Emotional Intelligence The Importance of Balance The 12 EI Competencies work together to achieve balance Imbalance may compromise effective leadership & communication

19 Emotional Intelligence The Importance of Balance The 12 EI Competencies work together to achieve balance Imbalance may compromise effective leadership & communication

20 Emotional Intelligence The Importance of Balance The 12 EI Competencies work together to achieve balance Imbalance may compromise effective leadership & communication

21 Emotional Intelligence The Importance of Balance The 12 EI Competencies work together to achieve balance Imbalance may compromise effective leadership & communication

22 Summary Stay Calm! Stay Objective! Emotional Intelligence is a way of recognizing, understanding, and choosing how we think, feel, and act. It is a strategic skill that allows us to build and guide effective teams, growing through conflicts and collaboration It is a degree of emotional awareness that directs our behavior Is comprised of 4 domains with 12 competencies which must operate in a balanced manner. This is a skill that can be learned and developed Readings, workshops, practice, coaching, assessments (360) The harder the conflict, the more glorious the triumph and the more important it is to have emotional intelligence. With apologies to Thomas Paine The American Crisis, December 1776

23 Outline Leadership & Emotional Intelligence Definitions & Descriptions Vignettes Summary of Principles Communication Skills with Bit of Focus on Managing Up Skills Principles Recommended Readings

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25 Managing Up Principles(and some myths) Communication is harder without a relationship Therefore, form a relationship with your supervisor(s) Regular meetings, with YOUR agenda, allowing room for your boss agenda as well updates? Phone meetings? Strive to achieve a routine. If you show up at your boss's door, do you bring good news or bad? Strive for balance. Balance WE with I We reflects your leadership of a team or your partnership with your supervisor those are good things. I reminds your supervisor that you are following through on your responsibilities and own the outcome that s a good thing too. Use both pronouns Adapted from Gallo, Harvard Business Review December 2014

26 Managing Up Principles(and some myths) Never bring problems without solutions Usually, that s the right approach but sometimes you could bring a problem with options for solutions, one of which you identify as your preferred choice but are seeking your supervisor s guidance and input. Bring a problem with a description of the steps you will take towards data-gathering in preparation of a solution (a heads up with follow up) Does your solution reflect a priority or value of your supervisor if so, highlight that fact Don t let your work speak for itself it won t If it does, it won t nearly be loud enough because your supervisor is too busy to listen Highlight what you have accomplished but give credit to your team they count on you to promote their accomplishments since you likely have closer access to your supervisors. Big improvement in ACGME Resident Survey with respect to Research Mentorship highlight this result, credit the work of the new resident research director, and reflect on how that was a good choice. You are responsible for helping your boss appreciate the good work that you and your team do. Don t assume that this is automatic. Adapted from Gallo, Harvard Business Review December 2014

27 Managing Up Principles(and some myths) Don t Cry in Front of your Boss Overall a good idea Tears may reflect weakness or sadness your boss won t know which so discuss/explain If you anticipate loss of composure, consider delaying the meeting Cry in front of a team member, friend, family member to reflect on the cause Under-promise & Over-deliver Generally a good idea Better than Over-promise & Under-deliver Usually a good idea for Over to reflect quality rather than quantity I asked Dom for a one-page summary and he gave me a 40 page manuscript not what I asked for! Adapted from Gallo, Harvard Business Review December 2014

28 Managing Up Principles(and some myths) Don t Let Your Boss be Blind-sided This is an FYI re: something I am dealing with I ll let you know if I need help but here is the background..this could be something negative or something POSITIVE Just an FYI since we switched to Geographic Wards, LOS has dropped consistently by a full 1.0 day. You should know that for when you meet with the CMO. Here s the data. It s OK to Disagree you owe this to your boss Know your job and your goals sometimes they may be at odds with those of your boss If that is the case, spend the time necessary to make a succinct, data-driven and persuasive case. Your boss needs to trust that you will disagree and thereby help avoid a wrong decision In the end, however. your boss is the boss. Adapted from Gallo, Harvard Business Review December 2014

29 Managing Up Most Important Cultivate a Relationship based upon Mutual Trust and Respect Understand each others strengths and weaknesses Understand each others values and priorities Don t bring too many not ready for prime time issues to your discussions Prepare data, options, contingencies Be honest Be concise Remember that all faculty serve at the pleasure of their boss! Gasbarro & Kotter, Managing Your Boss HBR January 2005

30 Homework: Consider how the following competencies will help YOU improve communication with your boss.

31 Suggestions for more Effective Communication (you probably know this already but ) Be a good listener use you history-taking skills Let me see if I have this right. What I heard you say is.. At the end of a conversation, meeting, phone call summarize and list next steps. Take notes. At the end of a meeting, list the next steps then, type up your notes in an (better to ask an admin support person to do this for you) and send to attendees. Here s what my notes reflect, let me know if accurate Let s meet to discuss the results of our next steps in.

32 Suggestions for more Effective Communication (you probably know this already but ) Suggestions: Reply to All can be evil use sparingly and intentionally Never say NO by The more negative the content, the more compelling the need for IN-PERSON discussion At the time of writing this slide, I have 3541 unread s in my Inbox. NOT among those unread s are communications from: Chairman he is my boss Division Director she is my boss CMO, DIO they are my key allies APDs, PA, Admin Asst they rely on me and may be sharing news of important project success or obstacle Residents this is my job Family I mean, c mon (My wife is my actual boss soul-mate)

33 Make Work Harder for You Setting Up Meetings Include all attendees Be Specific Highlight names of those to whom you are making requests Everyone arrives at meeting prepared Admin staff knows who can be excluded if their schedule is rate-liming Cc yourself and create a rule to send these to a Pending Meeting outlook folder

34 Outline Leadership & Emotional Intelligence Definitions & Descriptions Summary of Principles Communication Skills Principles Recommended Readings

35 Recommended Readings Harvard Business Review don t laugh subscribe for a year and thank me later Rousmaniere, D What Everyone Should Know About Managing Up. 1/2015 Gabarro & Kotter Managing your Boss 1/2005 Goleman, D Leadership that Gets Results HBR March-April 2000 Goleman and Boyatzis Emotional Intelligence Has 12 Elements Which one do you need to work on? HBR 2/2017 Fisher and Ury Getting to Yes Penguin 1991 Goleman, D Emotional Intelligence Bantam, 2005

36 Thank you