Knowing Me, Knowing You – using your Emotional Intelligence to survive & thrive in the NHS Welcome Croeso

Knowing Me, Knowing You - using your Emotional Intelligence to survive & thrive in the NHS Ian Govier Ian Govier (Facilitator)

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As a result of this workshop you will be able to: Identify the key components and principles of Emotional Intelligence (EI); Explore how EI can you help you to survive and thrive in the NHS; Examine the link between EI, the RCN CLP and patient care.

Workplace Challenges!

Permanent White Water

The Constants Change Change Choice Choice Principles Principles (Covey, 2006)

The one indisputable fact that characterises organisational life, is that CHANGE is inevitable. (Alimo-Metcalfe, 2005)

Challenges to Change “The greatest difficulty in the world is not for people to accept new ideas, but to make them forget their old ideas!” John Maynard Keynes ‘ Are you kidding? I like it here!’

Between what happens to us and our response to it…. …..is our freedom to choose our response

We have some choices: GET ORGANIZED or ‘go with the flow’

What will I do differently as a result of this workshop?

The same 5 common themes emerge from each inquiry. Since the inception of the NHS, more than 50 NHS public inquiries have been conducted to address catastrophic failures in patient care. Walshe & Higgins (2002) Disempowerment of staff and patients IsolationIsolation Poor communication Inadequate leadership / management Failure of systems and processes

“Best Boss – Worst Boss” From your career experiences identify the key characteristics of your Best Boss / Worst Boss Group exercise

“Emotional Intelligence Sets Apart Good Leaders”

What is Emotional Intelligence?

‘…the capacity for recognising our own feelings and those of others, for motivating ourselves and for managing emotions effectively in ourselves and others.’ (Power et al, 2004)

In other words, EI is about…… Knowing how you and others feel and what to do about it; Knowing what feels good and what feels bad, and how to get from bad to good; Possessing emotional awareness, sensitivity and the management skills that will help us to survive & thrive in the NHS.

The Components of Emotional Intelligence (EI) Self-Awareness Self (Emotion) Management Social Awareness Relationship Management

Self-Awareness Emotional self-awareness Accurate self-assessment Self-confidence

How are you feeling? How are you feeling? (naming and describing your emotions)

Workplace Emotions!

To become more emotionally intelligent, what would my colleagues ask me to: stop doingstop doing do more of; do more of; do differently? do differently?

Time for a Break

Self-Management Emotional self-control Transparency Adaptability Achievement orientation Optimism

Social Awareness Emotional self-awareness Organisational awareness Self-confidence

EI Awareness Test Group exercise

Relationship Management Influence Developing others Inspirational leadership Change catalyst Conflict management Teamwork & collaboration

Relationship Management D escribe the situationD escribe the situation E xpress how you FEELE xpress how you FEEL S pecify what you wantS pecify what you want C onsequences which will result, negative and/or positiveC onsequences which will result, negative and/or positive The ‘DESC’ Script

The Components of Emotional Intelligence (EI) Self-Awareness Self (Emotion) Management Social Awareness Relationship Management

How do we develop EI in the RCN CLP? Group Work Self-Awareness Self-Management Empathy Social Skills Motivation

What has EI got to do with improving patient care?

Final Thoughts

improved work performance; more effective leadership; better teamwork; improved motivation; enhanced innovation; restored trust. Emotional Intelligence – the ‘bottom line’

What will I do differently as a result of this workshop?

Like a tip of a great iceberg, the true significance of our emotional intelligence is only now being uncovered (Dr.Stephen R. Covey, 2004) (Dr.Stephen R. Covey, 2004)

Ten Habits of Emotionally Intelligent People Ten Habits of Emotionally Intelligent People (Hein, 1999) Label their feelings, rather than labelling people or situationsLabel their feelings, rather than labelling people or situations Distinguish between thoughts and feelingsDistinguish between thoughts and feelings Take responsibility for their feelings.Take responsibility for their feelings. Use their feelings to help make their decisionsUse their feelings to help make their decisions Show respect for other people’s feelingsShow respect for other people’s feelings

Ten Habits of Emotionally Intelligent People Feel energised not angryFeel energised not angry Validate others’ feelingsValidate others’ feelings Practise getting a positive value from their negative emotionsPractise getting a positive value from their negative emotions Don’t advise, command, control, criticize, blame or judge othersDon’t advise, command, control, criticize, blame or judge others Avoid people who invalidate them or don’t respect their feelingsAvoid people who invalidate them or don’t respect their feelings

Beware of Emotional Saboteurs!!

…and finally!

Emotionally intelligent leaders look out of the window to apportion credit - they acknowledge colleagues, and admit to a fair dose of good luck. But they look in the mirror to assign responsibility - they never blame outside events when things go wrong. In contrast, less emotionally intelligent leaders tend to do the opposite - they look out of the window for factors to blame, but they gaze in the mirror to credit themselves when things go well.

Which one are you?

Thank You Diolch Website:

Knowing Me, Knowing You - using your Emotional Intelligence to survive & thrive in the NHS Ian Govier Ian Govier (Facilitator)