Improving Your Emotional Intelligence through Leadership: Leadership at the National Level

Transcription

1 Improving Your Emotional Intelligence through Leadership: Leadership at the National Level Fabrizio Michelassi, MD Lewis Atterbury Stimson Professor Chairman, Department of Surgery, Weill Cornell Medical College Surgeon-in-Chief, NewYork-Presbyterian Hospital July 22, 2018

2 Improving Your Emotional Intelligence through Leadership Emotional Intelligence Leadership Opportunities Improved Emotional Intelligence

3 Emotional Intelligence Term coined in the early 90 s by two psychologists: John D. Mayer and Peter Salovey A form of social intelligence that involves the ability to monitor one s own and other s feelings and emotions, to discriminate among them, and to use this information to guide one s thinking and action Concept popularized by Daniel Goleman Science writer for the NY Times Educated as a Psychologist at Harvard Published a book on it in 1995

4 Emotional Intelligence Emotions are internal reactions to what happens around us, whether it is an event or a person or both. Whenever we experience something, the first reaction is always emotional Humans have six main emotions: Surprise Joy Fear Sadness Disgust Anger Emotions are part of the evolutionary process, the oldest likely being fear Fear still important today, as well as the other emotions, but beware of anger in the workplace!

5 Emotional Intelligence Emotions are impulsive and occur unconsciously Emotions are explosive and they hijack the rational part of our brain. We have one brain with two minds : one emotional, one rational. EQ vs. IQ By knowing the triggers and the emotions, by adopting coping strategies, we have a chance of controlling them.

6 Emotional Intelligence Four main traits define emotionally intelligent people: Self-awareness Self-regulation Empathy Relationship management

7 Ability to: Emotional Self Awareness Identify your own emotions Understand what triggers those emotions Surprise, anger, frustration, concern; Personal life or professional sphere

8 Emotional Self Regulation Ability to: Understand the impact they have on thoughts and actions control the effects that the emotions have

9 Empathy Ability to: understand the emotions of others Understand the perspective of others and behave in a way that respects their feelings. appreciate how other people feel Accept their concerns rather than discounting them Be a true asset to those around you Bring out the best in others Avoid dissonance between words, tonality and non-verbal body language signals.

10 Relationship Management (Social Skills) Ability to: Navigate a variety of social environments Communicate clearly Resolve disagreements, conflict resolution Be open to suggestions from others especially when facing uncertain or new circumstances Adapt emotions, thoughts and behaviors to unfamiliar, unpredictable and dynamic circumstances or ideas Compliment, offer positive reinforcement Be flexible and adaptable Do not be afraid to show emotions Work well with others.

11 Improving Your Emotional Intelligence through Leadership Emotional Intelligence Leadership Opportunities Improved Emotional Intelligence

12 Membership and Participation in National Organizations Attendee Engagement in the professional community Maintenance of competency (CME) Share experience and expertise with others Develop new ideas Networking Fun to meet new & old friends and colleagues Faculty/Officer Presenters o o o Clinical Quality Science Panelist Program development Service to organizations Service to profession

13 Value to you as Faculty/Officer Present your work and increase your reputation Contribute to the development of your discipline Demonstrate your expertise and becoming recognized for it Invitations for grand rounds and visiting professorships at other institutions Election to societal officer positions (show up and do the work!) Election to ABS, RRC, BoG, Regent Network of colleagues Know the competition Stimulate research ideas Introduction to cooperative study groups, multi-institutional studies, papers Opportunities for leadership skill development

14 My involvement with the ACS (1987-present) Advisory Council for General Surgery ( ) Member of the Executive Committee Vice Chair International Relations Committee ( ) Member of the Executive Committee Vice Chairman Chairman Program Committee ( ) Board of Governors ( ) Member of the Executive Committee Vice Chair Chair Ethics Committee Board of Regents Member Ethics Committee Chair, Research and Optimal Patient Care

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16 Improving Your Emotional Intelligence through Leadership Emotional Intelligence Leadership Opportunities Improved Emotional Intelligence

17 Chapter 10 How to Manage Difficult Team Members Nathaniel Soper

18 Different Personalities To Manage Passive aggressive Chronic whiner People pleaser Unresponsive & disengaged Hostile & disruptive Courtesy of Dr. Melina Kibbe

19 Passive Aggressive Behavior: May undercut the leader s authority by sniping, using sarcasm, engaging in disruptive teasing Concept: Don t like being center of attention Don t like open confrontation or conflict Strategy: Acknowledge their frustration (use I and not you ) Redirect their attention to the issues at hand Ask them to contribute by coming up with action items Engage them in the activity Courtesy of Dr. Melina Kibbe

20 Chronic Whiner Behaviors: Glass is always half empty Points out difficulty with every opportunity Blames others for every problem that arises Won t ever acknowledge when things go well Concepts: Exposure to nonstop negativity can disrupt team work Strategy Stay positive but realistic Point out positive outcomes by using concrete examples Engage the whiner by asking for solutions to the problem Courtesy of Dr. Melina Kibbe

21 People Pleaser Behaviors: Always trying to please Will over-commit themselves Unable to give an honest opinion Concepts: People pleasers position themselves as selfless and considerate, when in fact they're self-absorbed and controlling; Their goal is to please rather than give honest, unbiased opinions Strategy: Carefully delegate tasks to these individuals Help them to say no when appropriate Call on them to give opinions when the facts are clear cut Courtesy of Dr. Melina Kibbe

22 Unresponsive & Disengaged Behaviors: Refuse to reveal their true motives Won t participate in formal meetings Will reveal little about themselves Concepts: React to difficult situations by remaining silent Avoid their fears and become unresponsive and non-committal Use silence as an aggressive device Strategy: Must be drawn out to participate Ask open ended questions Wait for a response and listen Summarize and follow up Courtesy of Dr. Melina Kibbe

23 Hostile & disruptive Behaviors: Hostile, abusive, domineering Arrogant, bullying or plain microaggression Concepts: Behavior will continue if allowed unchecked Behavior is contagious and will spread quickly to others in the organization if not addressed Having a bully in the midst can impact the mental health of others Strategy: Discuss the behavior in private Excuse/marginalize them from the meeting, conference, etc. if need be Try to understand the etiology of the behavior; Determine if there are triggers Tiered approach to multiple incidents Courtesy of Dr. Melina Kibbe

24 Different Personalities To Manage Many personality types to manage Can be a challenge for any leader Inappropriate behavior leads to an overall unprofessional culture

25 Key to management is Emotional Intelligence Knowing yourself Self-awareness, Self-regulation Understanding the people around you Empathy Using a consistent strategy to address different behaviors Relationship management and social skills

26 Thank you