Whats Going on at Your Hospital Emotional Intelligence Development
Whats Going on at Your Hospital Emotional Intelligence Development
IHHP - Institute for Health and Human Potential
What’s Going on at Your Hospital?
In US hospitals today, one in 20 patients receives the wrong medication. Three and a half million patients become infected while being treated in hospital. Half get infected because someone simply didn’t wash their hands. If that doesn’t upset you then this statistic surely will; 84% of health care personnel in these settings have witnessed coworkers taking short cuts that could be dangerous to patients, yet fewer than 10% of physicians or nurses directly confront their colleagues about their concerns (1).
Here is an example of incompetence that goes unreported. A group of eight anesthesiologists agree a peer is dangerously incompetent, but they don’t confront him. Instead, they go to great efforts to schedule surgeries for the sickest babies at times when he is not on duty. This problem has persisted for over five years (2).
What’s going on?
Do health care personnel not care about the quality of care you receive?
Of course they do. Many of the doctors, nurses and other health care providers have gone into their respective professions to give great care and make a big difference for you and all who enter the sacred halls of a hospital or health care setting. So what is stopping them from speaking up? In this white paper, we will examine why people make the choice to play small (which we define as the aversion to take risks, have the difficult conversations or believe in oneself); in this case, by not dealing with underperformers. We will give you some tools to manage your emotions so that you can play big and step in to do what’s difficult more often.
Why Do We Play Small?
Small Self & Big Self
The small self is that voice of doubt we often hear in our heads when we face challenging situations. It is a particularly strong voice when we feel that we are being evaluated. It might be the voice of some (past) authority in our life. As Kimberly Dozier said after returning to her job as a CBS correspondent, 25 operations and 363 days after being injured in Baghdad; “You know that ticker you’ve got running in your head going, ‘Got to please Mom, got to please the boss, got to—‘ You’ve got all these judges out there. [Due to the injury and Intention Impact What’s Going on at Your Hospital? past year] I have a freedom I never had before in terms of saying , ‘You know what? I don’t care. Because I know what’s important.’ (3)
Left unchecked, however, small self not only distracts, but paralyses us.
Our small self focuses on what is negative (usually about our self) and causes us to procrastinate or do nothing at all. It is driven by a scarcity mentality and can sabotage our best intention to do the right thing. At the end of the day, our small self eats away at our confidence and can incapacitate us.
Big self, in contrast, is the voice in our heads that believes in ourselves and is not afraid to risk and try new things because it loves a challenge. It is that voice in us that knows we can set a goal and meet it. It sees ‘what’s possible’ in most situations and looks for reasons why something can work as opposed to why it cannot.
Each part vies for control over decision making. The part of the brain where the small self resides is called the Amygdala. (4) (The big self, by contrast, is located in the left pre-frontal lobe of the neo-cortex). The Amygdala is a part of the older brain that codes for fear and doubt. When we face situations where there is a difficult relationship to manage (someone we know taking a short cut) or great change in our environment (rumored cuts in the department), it is the Amygdala—Greek translation meaning almond, which is as it appears on dissection—that triggers the small self to sound the alarm and protect us.
In this case, the small self in the Amygdala focuses on the threat that might harm us, such as the ramifications of stepping in and dealing with someone not doing their job properly. ”What if it doesn’t go well?” “Who am I to tell a doctor what to do?” “What if they accuse me of being incompetent?” ”Maybe I didn’t see it the way I think I saw it.” “Nobody will want to work with me after this.” ‘Work is going pretty well for me – why take the chance of ostracizing my peers?” This is the voice of small self that can absolutely paralyze us.
The Trigger of Our Small Self
Has this white paper helped you understand why health care professionals—and the rest of us—have such trouble stepping in and confronting short cuts and incompetence in the workplace? The people who look after you, or your loved one, in the next hospital you visit, desperately want to play big and do the right thing. They want to challenge others who take short cuts and sabotage great care. They want to execute on their best intention. In fact, 71% agreed or strongly agreed that they wished they played big more often (7). But clearly they are having trouble and becoming more and more frustrated every day.
What to do?
Health care personnel are crying out for help. They want and need the skills to help them deal with the struggle that exists between their intention and their impact in order to do the right thing. Of course, health care professionals do not require more IQ to execute on their intention. This is a group of highly trained and intelligent people who know exactly what it is they need to do.
What they need help with is:
1. Managing the difficult emotions that arise as they attempt to do the right thing that is putting them at risk; and,
2. A game plan (the skills) to have the difficult conversation.
In our Advanced Emotional Intelligence program, The Three Conversations of Leadership, we teach individuals both the tools to manage tension in their Amygdala (the small self) when they are on the threshold of making the choice to play big (to have the difficult conversation), and a game plan to have the conversation.
Managing the tension and having the difficult conversation skillfully is not only one of the significant differentiators of top 10% performance, but leaves people pleased and proud that they actually did it. This pride becomes contagious and can transform a workplace. This is the power of playing big. As Martin Luther King, Jr. said: “Our lives begin to end the day we become silent about things that matter.”
In the next white paper we will talk about how to step in, play big, and have these tough conversations.
(1) American Association of Critical-Care Nurses, Vital Smarts, Silence Kills White Paper 2005
(2) Ibid
(3) The New York Times May 24, 2007
(4) Ledioux, J. The Emotional Brain
(5) What Stops Leaders from Playing Big? IHHP survey data, 2007
(6) IHHP Study 186a, 2007
(7) The Desire to Play Big IHHP survey data, 2007
Whats Going on at Your Hospital Emotional Intelligence Development - To learn more about this author, visit JP Pawliw Fry's Website.
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What’s Going on at Your Hospital? The Perils of Playing Small
IHHP - Institute for Health and Human Potential
What’s Going on at Your Hospital?
In US hospitals today, one in 20 patients receives the wrong medication. Three and a half million patients become infected while being treated in hospital. Half get infected because someone simply didn’t wash their hands. If that doesn’t upset you then this statistic surely will; 84% of health care personnel in these settings have witnessed coworkers taking short cuts that could be dangerous to patients, yet fewer than 10% of physicians or nurses directly confront their colleagues about their concerns (1).
Here is an example of incompetence that goes unreported. A group of eight anesthesiologists agree a peer is dangerously incompetent, but they don’t confront him. Instead, they go to great efforts to schedule surgeries for the sickest babies at times when he is not on duty. This problem has persisted for over five years (2).
What’s going on?
Do health care personnel not care about the quality of care you receive?
Of course they do. Many of the doctors, nurses and other health care providers have gone into their respective professions to give great care and make a big difference for you and all who enter the sacred halls of a hospital or health care setting. So what is stopping them from speaking up? In this white paper, we will examine why people make the choice to play small (which we define as the aversion to take risks, have the difficult conversations or believe in oneself); in this case, by not dealing with underperformers. We will give you some tools to manage your emotions so that you can play big and step in to do what’s difficult more often.
Why Do We Play Small?
Small Self & Big Self
The small self is that voice of doubt we often hear in our heads when we face challenging situations. It is a particularly strong voice when we feel that we are being evaluated. It might be the voice of some (past) authority in our life. As Kimberly Dozier said after returning to her job as a CBS correspondent, 25 operations and 363 days after being injured in Baghdad; “You know that ticker you’ve got running in your head going, ‘Got to please Mom, got to please the boss, got to—‘ You’ve got all these judges out there. [Due to the injury and Intention Impact What’s Going on at Your Hospital? past year] I have a freedom I never had before in terms of saying , ‘You know what? I don’t care. Because I know what’s important.’ (3)
Left unchecked, however, small self not only distracts, but paralyses us.
Our small self focuses on what is negative (usually about our self) and causes us to procrastinate or do nothing at all. It is driven by a scarcity mentality and can sabotage our best intention to do the right thing. At the end of the day, our small self eats away at our confidence and can incapacitate us.
Big self, in contrast, is the voice in our heads that believes in ourselves and is not afraid to risk and try new things because it loves a challenge. It is that voice in us that knows we can set a goal and meet it. It sees ‘what’s possible’ in most situations and looks for reasons why something can work as opposed to why it cannot.
Each part vies for control over decision making. The part of the brain where the small self resides is called the Amygdala. (4) (The big self, by contrast, is located in the left pre-frontal lobe of the neo-cortex). The Amygdala is a part of the older brain that codes for fear and doubt. When we face situations where there is a difficult relationship to manage (someone we know taking a short cut) or great change in our environment (rumored cuts in the department), it is the Amygdala—Greek translation meaning almond, which is as it appears on dissection—that triggers the small self to sound the alarm and protect us.
In this case, the small self in the Amygdala focuses on the threat that might harm us, such as the ramifications of stepping in and dealing with someone not doing their job properly. ”What if it doesn’t go well?” “Who am I to tell a doctor what to do?” “What if they accuse me of being incompetent?” ”Maybe I didn’t see it the way I think I saw it.” “Nobody will want to work with me after this.” ‘Work is going pretty well for me – why take the chance of ostracizing my peers?” This is the voice of small self that can absolutely paralyze us.
The Trigger of Our Small Self
Has this white paper helped you understand why health care professionals—and the rest of us—have such trouble stepping in and confronting short cuts and incompetence in the workplace? The people who look after you, or your loved one, in the next hospital you visit, desperately want to play big and do the right thing. They want to challenge others who take short cuts and sabotage great care. They want to execute on their best intention. In fact, 71% agreed or strongly agreed that they wished they played big more often (7). But clearly they are having trouble and becoming more and more frustrated every day.
What to do?
Health care personnel are crying out for help. They want and need the skills to help them deal with the struggle that exists between their intention and their impact in order to do the right thing. Of course, health care professionals do not require more IQ to execute on their intention. This is a group of highly trained and intelligent people who know exactly what it is they need to do.
What they need help with is:
1. Managing the difficult emotions that arise as they attempt to do the right thing that is putting them at risk; and,
2. A game plan (the skills) to have the difficult conversation.
In our Advanced Emotional Intelligence program, The Three Conversations of Leadership, we teach individuals both the tools to manage tension in their Amygdala (the small self) when they are on the threshold of making the choice to play big (to have the difficult conversation), and a game plan to have the conversation.
Managing the tension and having the difficult conversation skillfully is not only one of the significant differentiators of top 10% performance, but leaves people pleased and proud that they actually did it. This pride becomes contagious and can transform a workplace. This is the power of playing big. As Martin Luther King, Jr. said: “Our lives begin to end the day we become silent about things that matter.”
In the next white paper we will talk about how to step in, play big, and have these tough conversations.
(1) American Association of Critical-Care Nurses, Vital Smarts, Silence Kills White Paper 2005
(2) Ibid
(3) The New York Times May 24, 2007
(4) Ledioux, J. The Emotional Brain
(5) What Stops Leaders from Playing Big? IHHP survey data, 2007
(6) IHHP Study 186a, 2007
(7) The Desire to Play Big IHHP survey data, 2007
Whats Going on at Your Hospital Emotional Intelligence Development - To learn more about this author, visit JP Pawliw Fry's Website.
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Cheryl MatthynssensCheryl is a life skills coach, licensed Chemical Dependency Counselor and a 20 year entrepreneur. Cheryl's dedication to achieving a life of balance led to her expanding her teaching from the simple managing of life's daily challenges to adding financial well being as well. A direct marketer with DrinkACT, she is gaining ground in the online community with her concepts of making sure business owners, entreprenuers and employees have well rounded life styles. She opened up a small affiliate site - The Balance Guide- to help others find resources for mental and emotional well being. Visit Cheryl's blog to see more of the diversity beyond business she has began offering online at www.thebalanceguide.blogspot.com - Visit Cheryl Matthynssens's Website |
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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John PowerJohn Power, founder of Biltmore Franchise Consulting, has extensive experience developing and marketing franchises and business opportunities. He has been in and around franchising for over twenty years. From 1980 through 1990 he conceptualized, organized, and developed the American Video Association. He grew AVA to 2,000 national members, before selling the company it 1990. It was later merged into another home video marketing company. From 2000 to 2005 he worked as a contract marketing and human resources consultant to several local and national companies. In 2005 Mr. Power began working as a franchise development consultant on a full-time basis. Since that time he has helped more than three dozen companies initiate and develop their franchising program. He notes that there are many companies interested in developing a franchise program, and who need his specialized assistance. Mr. Power is a “hands-on” franchise consultant. He said, “I am the ‘nuts and bolts’ person who tends to the details for my clients.” Mr. Power holds a B.S. degree with a major in Marketing. See: www.biltmorefranchise.com You may contact Mr. Power at: jpower@biltmorefranchise.co - Visit John Power's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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