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Leading with Heart, Impact, and Authenticity with Chanda Chacón
Are you the type of leader who performs well under pressure, is in tune with your teams’ emotions even though they aren’t vocalized, and/or prioritizes self-care to combat burnout? If you answered “yes” to any of the following questions, well then, congratulations! You are exhibiting high levels of emotional intelligence.
Emotional Intelligence (EI), or the Emotional Quotient (EQ), is “the capacity to be aware of, control, and express one’s emotions, and those of the people around you.” Coined by American psychologist, Daniel Goleman, in his 1995 book, ‘Emotional Intelligence: Why It Can Matter More Than IQ’ emotional literacy is critical to leading a thriving workforce. And unlike IQ which evaluates intelligence through standardized testing, emotional intelligence can be learned and developed by anyone at any time. In fact, improving emotional intelligence should be considered an ongoing company and personal goal, especially for leadership. When examining EQ as a form of social currency, consider this: 80-90% of the competencies that differentiate top performers from low performers are in the domain of emotional intelligence.
Leaders with low emotional intelligence are typically resistant to change, demanding, confrontational, critical, and passive. A leader with low emotional intelligence leader can contribute to poor internal alignment and a decrease in staff engagement and productivity, whereas leaders with high emotional intelligence are usually the leaders that nobody wants to leave. High EQ leaders are distinguishable by their enthusiasm, patience, consistency, decisiveness, and warmth. A study by Initiative One found that workers are 400% less likely to leave a job if they have a manager with high EQ. For organizations suffering from retention problems, nurturing emotional intelligence among leaders can be a turning point when addressing turnover.
Want to see how much turnover is costing your organization? Calculate your turnover costs with the ROI calculator.
There are two types of EQ competencies:
Great leaders display both of these! Personal competence leads to more emotional resilience and social competence helps leaders cultivate individual, team, and organizational success without compromising their own well-being in the process.
Emotional intelligence is rooted first and foremost in our own emotional self-awareness.It’s acknowledging our strengths and weaknesses, naming our emotions, and still possessing a strong sense of self-worth. Those with strong self-awareness can provide valuable coaching and mentorship for others, as well as manage conflicts diplomatically.
Ways to be a self-aware leader: Model a positive attitude but don’t fall prey to toxic positivity. Your staff wants to see vulnerability in action and nothing is more vulnerable than taking accountability. Don’t be afraid to own up to, and learn from, your mistakes.
Self-management, also known as self-regulation, is about how you control your emotions, inner resources, and abilities. This emotional self-control is key to ensuring that you can maintain your positive outlook with sincerity. It also helps to cultivate adaptability. Those with good self-management are agents of change because they are not fearful of risks or losing control. As a result, you’ll see leaders with strong self-regulation also be great problem solvers and embrace innovative solutions.
Ways to be a balanced leader: Creating healthy boundaries that won’t burn unnecessary energy. Invest in a set of leisurely activities that will help you fill your cup and can be part of your arsenal of internal resources to tap into when chaos erupts.
In the context of emotional intelligence, social skills refer to “the skills needed to handle and influence other people’s emotions effectively.” For leaders, an infallible way to secure trust between staff and yourself is to actively listen and stay engaged. In a time rife with uncertainty, leaders need to be proactive about stressors on the floor that could be impacting the mental wellness of staff. Leaders must make their staff feel seen and supported and listen with intent. The more you condition yourself to see signs of distress, the more that you can handle the problem effectively and timely. Also don’t be afraid to ask questions.
Ways to be a socially-skilled leader: Choose your words wisely. Words have power and can either build, or erode trust. Also, be aware of nonverbal cues from team members that something might be wrong. You can easily monitor withdrawn individuals through the Wambi platform.
Empathy is the ability to understand how others are feeling and reading the environment around you. But empathy also involves the way you respond to others based on their feelings. Being empathetic is having the awareness for other people’s emotions, and taking the extra effort to helping them when their emotions are negative. When you help raise a demoralized staff member’s spirits by taking the time to hear their concerns, or go out of your way to attend to support a grieving family, those moments of empathy can help you leverage social relationships to incite lasting cultural change at your organization.
Ways to be a more empathetic leader: Talk to new people. Listen with intent. Quoting our Director of Partnerships, Nikki Lewallen: “if we want to do incredible work and get incredible results, we must have incredible relationships.” To learn more about the secrets of being an incredible business, click here.
Another emotional intelligence component is internal motivation. Those who have a passion for what they do and are internally rewarded so long as they are aligned to their own goals, can in turn, motivate others to do the same. Motivation goes hand-in-hand with gratitude as those who are motivated are grateful about all their wins. This kind of mentality builds inspirational leaders and is great in boosting team morale and helping teams work together. Those with motivation are always finding ways to do, and be better.
Ways to be a motivational leader: Encourage others to utilize meaningful recognition tools instead of chasing material incentives. Also, be generous with your recognition. Team members find value in being highlighted by corporate leadership, as displayed by Wambi user, Vito Buccellato, President and Chief Hospital Executive at Jersey Shore University Medical Center, who sent 533 recognitions through the Wambi platform. Vito shared, “If we want to create that experience for our patients, we need to do the same for our team members. It’s a win-win to share recognition — the person you recognize feels great and so do you!”
Leaders on a mission to improve their emotional intelligence can do so by surrounding themselves with people who demonstrated high levels of emotional intelligence. Because workplace success is contingent on understanding and connecting meaningfully with others in a way that creates operational synergy, it is highly likely that the more elevated the EQ is among your team, the more organizational wins you’ll have as a collective. According to the HR Source, EQ accounts for 58% of an individual’s performance while IQ only accounts for 20% of their overall efficacy. Identify these attributes in your team members:
Ways to be a better leader: If you see any of these behaviors being displayed at your healthcare organization, spotlight a team member now by sending them a gratitude-filled Wambi through Carepostcard.com.
When we use emotional intelligence to guide our thinking and actions, we can take control of the situation instead of letting the emotions overtake our sensibilities. If this article inspired you to be a more emotionally intelligent leader, we invite you take our Leadership Self-Reflection assessment designed to help you reflect on your recognition style.
How do you control for burnout amongst leadership? How are you preparing future leaders to create cultures of gratitude? These are just some of the questions we explored during our hourlong panel on leading with humanity. Top human resource experts reflected on connection, engagement, and importance of recognizing various sources of stress. Here are the top takeaways from the conversation:
Ophelia Byers, Vice President & Chief Nursing Officer at NY-Presbyterian Hospital (New York)
Ophelia M. Byers DNP, APRN, WHNP-BC, NEA-BC, CPXP, she/her(s), is a hospital executive in New York, speaker, author, and self-described culture cultivator and way-maker. Dr. Byers has been in the nursing profession for over 21 years, inclusive of a clinical background in Women and Children’s Health and progressive leadership roles over the last 12 years. Diversity/Equity/Inclusion/Belonging, team engagement, and leader development are key priorities in her leadership practice.
Sebastien Girard, Chief People Officer at Centura Health (Colorado and Western Kansas)
Sebastien Girard joined Centura Health as Senior Vice President & Chief People Officer in July 202 and is responsible for the strategic and operational advancement of the Human Resources division. Sebastien’s career spans more than 20 years in overseeing operations, sales, human resources and talent acquisitions teams, profit and loss statement management, and adapting the people strategy to market needs in the human resources service provider and healthcare industries. Sebastien previously served as Senior Vice President Workforce Operations at Atrium Health in Charlotte, NC and as Workforce Officer for Parkland Hospital in Dallas, TX. Sebastien holds a Master of Business Administration from the Massachusetts Institute of Technology (MIT).
Paula Pritzl, Chief Human Resources Officer at Marshfield Clinic Health System (Wisconsisn)
Paula Prtizl has 33 years under her belth with Marshfield Clinic, a health system with over 12,500 employees, physicians, and APC’s providing care in rural communities within WI. With four years in Administration working with the CFO and 29 years within HR, her current role as CHRO is driven by her personal philosophy, that “People are her passion, kindness is her motto, growth opportunities are a must, and engagement is the goal.” She believe if we are passionate about our employees, treat them with kindness and respect, provide challenges and growth opportunities, engagement will be natural.
Zane Zumbahlen, Chief Human Resources and Talent Officer at the Cancer Treatment Centers of America (Nationwide)
A human resources leader with global expertise in large-scale innovation to drive strategic transformation and growth, he is focused on driving business value, optimizing performance, reinvigorating continuous learning, driving the ongoing evolution of talent attraction and fostering engagement, diversity and inclusion. Zumbahlen joined CTCA® in July 2020 following a 25-year career at IBM where he held various leadership roles in the United States, Sweden and Japan. Most recently, he served as Vice President of Human Resources supporting the synergy efforts for IBM’s acquisition of Red Hat in Armonk, New York, which helped strengthen the company’s position in the hybrid multi-cloud sector. Zumbahlen earned a Master’s degree in Human Resources and Labor Relations from Michigan State University and a Bachelor of Science degree in Psychology from the University of Illinois.
An emotionally intelligent leader must be self-aware. Take a minute to reflect on your strategy and style in order to take the first step in driving retention and reducing burnout by completing our Leadership Self-Reflection Survey.
COVID-19 has turned life as we knew it upside down, pushing us to rely on our resilience skills to support us through the daily challenges we are now experiencing. This is true not only of us as individuals, but also of our teams. Our need for human connection only increases as we face danger or uncertainty, making the challenge of the pandemic even that much more difficult for us to cope with. To improve our coping and to allow us to live a relatively “normal” daily life, we need to build our resilience skills among ourselves and our teams, families and communities. Here are some building blocks to increase our resilience in challenging times.
Scroll down to the end of the article for a downloadable version of this article to share as an internal resource for team members looking to work on building resilience.
While resilience allows us to bounce back from challenges, disaster and grief, the first step in the process is to recognize that what you are experiencing is in fact “challenging”. Give yourself permission to say, “this is scary” or “I’m uncertain of what is next” and use compassion with yourself. It is ok.
INVEST IN: The Mindstrong Program is a resiliency training recommended by Dr. Deana Sievert, CNO of the MetroRegion ProMedica Health System. “Even if you’re around resilient people, you’re still going to struggle sometimes… give them some tools to help when they’re not at work.”
As you grapple with your new normal, there will be moments of loss of “the old” and maybe even frustration. Flexibility is key. Give yourself the chance to adjust previously held standards that do not make sense anymore or at least right now. Flexibility will help you navigate through uncertain times.
SHIFT YOUR MIND: David Baiada, CEO of BAYADA Home Healthcare, reminded us: “Resilience isn’t only required when you’re in crisis. Right now, people are dealing with all kinds of challenges in their personal and professional life, all the time.”
Mindset is everything as you work to build your resilience skills. Those who can detect “the good” in situations, even in difficult situations, tend to be more resilient. When you find yourself frustrated, reframe it so that you can see the positive aspects of the situation.
PRACTICE: The leadership standpoint of being “radically caregiver centric,” a viewpoint Brian Helleland, CEO of St. Jude’s Medical Center deployed during the pandemic: “You know, we took thank you and appreciation and recognition to a completely different level.
Our brain is recharged during sleep. The lack of sleep reduces your ability to be resilient at a time when resilience is nearly “mandatory”. Plan to power down before you actually jump in bed to provide the opportunity for better sleep so you can sustain the energy needed for tomorrow’s resilience
LISTEN TO: Dr. Maureen Fagan’s Gut + Science episode on using Reflection to Recharge. The CNE of University of Miami Health shared: “When I get home I sit outside. No matter what the temperature is, to be able to actually breathe without your mask [outdoors] with no one else around is a saving grace in this pandemic.”
There are three types of human energy: emotional, mental, and physical energy. While physical energy is the most important and as this diminishes, we are more emotionally reactive and our thinking lacks clarity. Physical activity and exercise builds physical energy so take a few minutes to play with your kids in the yard, a short walk with the dog, or anything to create some physical energy. This will reset your supply of physical energy, which allows you to apply your emotional and mental energy to the stressors that you experience.
WATCH NOW: For those looking for expert guidance on the subject of building resilience, watch the Building Resilience on-demand panel discussion featuring David Baiada, CEO of BAYADA Home Healthcare; Dr. Maureen Fagan, CNE of University of Miami Health; Brian Helleland, CEO of St. Jude’s Medical Center; and Dr. Deana Sievert, CNO of the MetroRegion ProMedica Health System.
Download the 4 Building Blocks of Resilience flyer here.
Dr. Bonnie Clipper, DNP, MA, MBA, RN, CENP, FACHE is the Chief Clinical Officer at Wambi. Bonnie is an expert in the nursing innovation space and is the #1 Nursing Influencer on LinkedIn. Bonnie was the first Vice President of Innovation for the American Nurses Association and created the innovation framework that is inspiring 4 million registered nurses to transform health through nurse-led innovation. Prior to that Bonnie spent more than 20 years in executive nursing roles. She is the top nurse influencer in LinkedIn and speaks internationally on nurse-led innovation and the future of nursing. Dr. Clipper is a Robert Wood Johnson Foundation Executive Nurse Fellow alumna and an ASU/AONE Executive Fellow in Health Innovation Leadership alumna. As Chief Clinical Officer, Bonnie focuses on metrics, outcomes, industry trends, thought leadership, and clinical innovation. She has published the Amazon international best-seller The Nurse’s Guide to Innovation, The Innovation Roadmap: A Guide for Nurse Leaders, and has published on the impact of AI and robots on nursing practice, as well as authored The Nurse Managers Guide to an Intergenerational Workforce.
PHILADELPHIA, PA — Aug. 5, 2021. Wambi is pleased to announce that Dr. Bonnie Clipper, DNP, MA, MBA, RN, CENP, FACHE, has been selected to be a Fellow of the American Academy of Nursing (Academy). Induction into the Academy is a significant milestone in a nurse leader’s career in which their accomplishments are honored by their colleagues within and outside the profession. Fellows are selected based on their contributions and impact to advance the public’s health.
As Chief Clinical Officer at Wambi, Dr. Clipper imports the voice of the nurse and patient into the design, development, and workflows to ensure that the solutions meet the needs of clients and solve the right problems. Bonnie’s unique experience as a healthcare executive, innovation leader, and nurse in the technology space has shaped her ability to ask thought-provoking questions that challenge the status quo to transform health for all and build partnerships that find creative solutions to complex problems.
“We are thrilled to recognize Bonnie for this well-deserved achievement,” shares Wambi CEO Rebecca Metter. “With her extensive background in clinical innovation, Bonnie provides a deep knowledge and important perspective that continues to transform our clients’ experiences, while increasing our awareness in the healthcare industry. We are incredibly fortunate to have Bonnie as part of our Wambi family.”
The Academy is an honorific society that recognizes nursing’s most accomplished leaders in policy, research, practice, administration, and academia. Academy Fellows, from nearly 40 countries, hold a wide variety of roles influencing health care. Induction into the Fellowship represents more than recognition of one’s accomplishments within the nursing profession. Fellows contribute their collective expertise to the Academy, engaging with health leaders nationally and globally to improve health and achieve health equity by impacting policy through nursing leadership, innovation, and science.
Through a competitive, rigorous application process, the Academy’s Fellow Selection Committee, which is comprised of current Fellows, reviewed hundreds of applications to select the 2021 Fellows. Dr. Clipper was one of 225 individuals selected to be inducted into the 2021 Class of Fellows. The 2021 Fellows represent 38 states, the District of Columbia, and 18 countries.
The 2021 inductees will be recognized for their significant contributions to health and health care at the Academy’s annual Health Policy Conference, taking place on October 7-9, 2021. This year’s conference and induction ceremony will be offered in a hybrid format, allowing attendees to participate either in-person (at the Marriott Marquis in Washington, DC) or virtually allowing for maximum attendance through an inclusive format where colleagues, friends, and family members who may not be able to attend the event in person are able to participate. This year’s induction ceremony, which will feature personalized video vignettes and live streaming of each inductee, will be a special way to recognize the new Fellows as the COVID-19 pandemic continues to challenge traditional methods of celebration.
Learn more about the Academy and visit the hybrid policy conference website for more details.
The American Academy of Nursing serves the public by advancing health policy and practice through the generation, synthesis, and dissemination of nursing knowledge. Academy Fellows are inducted into the organization for their extraordinary contributions to improve health locally and globally. With more than 2,800 Fellows, the Academy represents nursing’s most accomplished leaders in policy, research, administration, practice, and academia.
Wambi’s holistic real-time recognition and culture transformation solution improves the healthcare experience for patients and staff through the power of gratitude. Gamified engagement technology delivers real-time feedback from patients and team members that recognizes and motivates optimal care. With the proven ability to increase workforce engagement, reduce clinician burnout, and drive higher patient satisfaction, Wambi improves human connection for all. Learn more about our solution here.