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Social Smarts

02/03/2009

Chairman's Message 

The Washington Post's Mensa Invitational asks readers to take any word, and by adding, subtracting, or changing one letter, supply a new definition. My favorite this year is Intaxication: euphoria at getting a tax refund which lasts until you realize it was your money to start with. This leads nicely to the concept of Emotional Intelligence, the subject of this month's epistle. Read on.

Social Smarts

The concept of Emotional Intelligence (EQ), sometimes called social intelligence, which has been around for quite some time in the business sector, is just gaining traction in healthcare circles - and it's about time. At its core, emotional intelligence is the ability to recognize and manage one's emotions, as well as see and care about the impact one's actions and behaviors have on others.

We've all worked with the highly educated executive who is clueless about his abrasive manner, poor listening skills and complete lack of empathy. While he may have been great with numbers or was the king of compliance, his co-workers avoided him like a patch of poison ivy. Imagine how much more effective that individual could have been with higher EQ? The possibilities are endless!

EQ isn't some new-age touchy-feely program du jour. Grounded in psychology and neuroscience, a preponderance of evidence suggests that technical brilliance alone does not guarantee a successful career.

Daniel Goleman, PhD, the author of a number of bestselling books on the subject, cites self-awareness, self-control and empathy as the building blocks for EQ. Barbara Hannon, Vice President of Nursing at Mt. Desert Island Hospital in Bar Harbor, Maine, is a big proponent of Goleman's work. She graciously agreed to talk about the connection she sees between emotionally competent healthcare workers and high levels of patient care and satisfaction.

Barbara, how important is EQ in a hospital setting?

Barbara: Fundamentally, our basic care practice is to take care of people. Sure we have to watch the revenue and the bottom line, but it all really comes down to caring for people. This is such an important premise. If leadership is autocratic, as opposed to collaborative or "shared governance," it can lead to fear and negative emotions among staff that trickles down to patients and can be very detrimental.

As a leader, how do you share your high EQ with others?

I'd like to think I serve as a resource - acting as a role model and resource to others. My ability to relate to staff keeps them at the top of their game, following a model of self awareness. My goal is to reach out to others in an empathetic way, offering to help any way I can.

Retaining good workers is always an issue in healthcare. In what areas is EQ helpful from a retention standpoint?

I see two areas where EQ comes into play regarding retention. First, when staff feel competent, because they are recognized for doing a good job and are comfortable asking questions without fear of reprisal, they are more committed to their supervisor and team. An atmosphere of shared empathy and awareness transfers positively to the patients. Satisfaction among staff members always translates to high levels of patient satisfaction.

Second is the shared governance model. Staff nurses on bedside care, for example, can make decisions and not feel like they will "get in trouble." Working in a silo or hierarchy can lead to a fearful environment when decisions only come from the top.

When interviewing candidates, what tells you you've got someone with high EQ?

If you look carefully, you'll see whether a person is comfortable in her own skin. How are they dressed? Are they put together, do they offer a solid handshake? I look for that "spark" or "flash" that appears when they start to discuss what they like about their profession and what they believe in. Also, are they telling me "I really need this job," or "I really want the job and I bring the following to the table."

Why have healthcare leaders been slow to add the principles of EQ to their management toolkits?

Healthcare hasn't always done such a good job of applying best practices used in the business arena. However, in the past 8 or 9 years, I've seen a shift where leaders now look to see how they can relate business models to patient care models. The American Organization for Nurse Executives (AONE) supports both business and patient care research, and there has been some great work by the VHA on Transformational Leaders, which emphasizes the principles of social awareness, self awareness and empathy.

How would you suggest readers approach using EQ at their organizations?

You have to try this out. It may be frustrating at first, especially if the culture is one of autocracy or is very linear. You'll get funny looks, and it may be discouraging at first. Transitioning from a policy driven environment to a new way of leading (or modeling) can be daunting. You'll hear, "But, we've always done it this way..."

Having an interim high EQ leader pave the way can speed up, and sometimes smooth, the change process. I've seen instances where an interim can be extremely effective in mapping out a course that the permanent executive can then pick up with far less resistance.

Barbara Hannon MSN M.Ed.
Barbara Hannon is a graduate of the Boston College O'Connell School of Nursing, the University of Maine, and St. Joseph's College. She has established leadership programs both in Philadelphia and in Maine, and is especially proud of her efforts in the mentoring of beginning leaders.

Ms. Hannon is a member of Sigma Theta Tau, a past member of the board of the Southeast Pennsylvania Organization of Nurse Leaders and the Education Committee of the Pennsylvania Organization of Nurse Leaders, as well as a 2009 member of the AONE Membership Board. She happily resides on the coast of Maine.  

Management Quote

"We must be the change we wish to see in the world."

~ Mahatma Gandhi

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