36 Operations & Management
Pharmacy Practice News • March 2010
Leadership in Action
“Leadership in Action” is authored by Ernest R. Anderson Jr., MS, RPh, System Vice President of Pharmacy, Caritas Christi, Boston, Mass. Mr. Anderson welcomes your input on leadership issues, at ernest.anderson@ caritaschristi.org.
Applying Emotional Intelligence Table 1: The Competencies of Emotional A Intelligence
s we look at the successful leaders in pharmacy (and in life), I would suggest to you that they have one thing in common—emotional intelligence. Emotional intelligence (EI) is different than regular intelligence, as measured by the “intelligent quotient” (IQ). IQ is fixed. We either have a lot of it, or we don’t. It’s not something that we can change. On the other hand, EI, the intuition or natural charisma that great leaders usually have, can be inborn, or (fortunately) developed. Those with high EI are the people we admire—the star performers; the ones we instinctively follow. I want to be one of those people, as I’m sure you do, too. Although some people seem to be born with a higher degree of EI, we can improve our EI, just as an athlete works with a coach and a “playbook” to improve his or her skills. This column is dedicated to doing just that. We, too, will use a “playbook.” In this case, we will explore Reldan Nadler’s “Leaders’ Playbook: How to Apply Emotional Intelligence—Keys to Great Leader-
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PERSONAL
SOCIAL
Self-Awareness
Social Awareness
Emotional self-awareness
Empathy
Accurate self-assessment
Organizational awareness
Self-confidence
Service orientation
Self-Management
Relationship Management
Emotional self-control
Developing others
Trustworthiness
Inspirational leadership
Adaptability
Influence
Conscientiousness
Change catalyst
Achievement orientation
Communication
Initiative
Building bonds Conflict management Teamwork and collaboration
ship.”1 Let’s get started. First, we need to define what EI is and establish why it is, perhaps,
the most important single ingredient that successful leaders possess. Peter Salovey and John Mayer first
Ernest R. Anderson Jr., MS, RPh
identified EI in 1990.2 Daniel Goleman popularized the concept in his book “Emotional Intelligence” 3 in 1995. The Hay Group, a global management-consulting firm that works with leaders, developed an Emotional Competence “inventory,” using a 360-degree assessment tool, which I have used as a part of my own EI assessment.4 There are 20 competencies of EI (Table 1), which are grouped into four categories, differentiated between the personal and the social: self-awareness (understanding yourself ); self-management (managing yourself ); social awareness (understanding others); and relationship management (managing others). High EI means having a good balance of personal and social competencies in these four areas, and it has become
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see INTELLIGENCE, page 38
Table 2: How To Apply Emotional Intelligence PERSONAL Self-Awareness 1. Emotional self-awareness: Recognizes feelings and how feelings affect one’s job performance 2. Accurate self-assessment: Recognizes strengths and weaknesses and works on improvements 3. Self-confidence: Presents in assured, forceful, impressive and unhesitating manner Self Management 4. Emotional self-control: Stays calm, unflappable and clear-headed in high-stress situations 5. Trustworthiness: Openly admits faults or mistakes and confronts unethical behavior 6. Adaptability: Is comfortable with ambiguities and adapts to new challenges 7. Conscientiousness: Takes personal responsibility to make sure that tasks are completed 8. Achievement orientation: Works through obstacles and takes risks to meet challenging goals and continually improve 9. Initiative: Seizes or creates opportunities for the future SOCIAL Social Awareness 10. Empathy: Understands others’ perspectives; is open to diversity 11. Organizational awareness: Understands the political forces and unspoken rules at work 12. Service orientation: Is proactive about customer satisfaction and addresses underlying needs Relationship Management 13. Developing others: Gives timely and constructive feedback; mentors 14. Inspirational leadership: Communicates a compelling vision; inspires others to follow 15. Influence: Finds the right appeal to build buy-in; develops a network of influential parties 16. Change catalyst: Leads change efforts and champions the new initiative 17. Communication: Effective give and take with others; continually fine tunes delivery 18. Building bonds: Builds strong networks and uses them for answers and support 19. Conflict management: Understands all sides and finds common ideals to endorse 20. Teamwork and collaboration: Is encouraging and draws others into an active commitment for the collective effort
Importance 1-3
Self Rating Direct Report 1 -10 Rating 1 -10