Empathy: How self-aware leaders create self-aware organizations Edward Walker MD, MHA Director, UW Healthcare Leadership Development Alliance 1 “Could a greater miracle take place than for us to look through each other's eyes for an instant?” - Henry David Thoreau “If your emotional abilities aren't in hand, if you don't have selfawareness, if you are not able to manage your distressing emotions, if you can't have empathy and have effective relationships, then no matter how smart you are, you are not going to get very far.” - Daniel Goleman “You know, there's a lot of talk in this country about the federal deficit. But I think we should talk more about our empathy deficit -- the ability to put ourselves in someone else's shoes; to see the world through the eyes of those who are different from us -- the child who's hungry, the steelworker who's been laid-off, the family who lost the entire life they built together when the storm came to town. When you think like this -- when you choose to broaden your ambit of concern and empathize with the plight of others, whether they are close friends or distant strangers -- it becomes harder not to act; harder not to help.” - Barack Obama 5 Positive Psychological Capital To include constructs within PsyCap they must be based on theory and research permit valid measurement be open to development have measurable performance impact Fred Luthans, Bruce J. Avolio, et al. Positive psychological capital: measurement and relationship with performance and satisfaction. Personnel Psychology 60.3 (Autumn 2007): p541-572. 6 Balancing group and individual focus http://www.youtube.com/watch?v=l7AWnfFRc7g 7 Empathy definition The action of understanding, being aware of, being sensitive to, and vicariously experiencing the feelings, thoughts, and experience of another of either the past or present without having the feelings, thoughts, and experience fully communicated in an objectively explicit manner 8 9 Self-Awareness and Empathy as Nested Phenomena Trans Institutional Global Institutional Organization Intra- & InterGroup Team Interpersonal Pair Intrapersonal Self 10 Empathy Awareness Actions Emotional Intelligence framework Personal Competence Social Competence Self Awareness Social Awareness Self Management Relationship Management 11 Best book to read on Emotional Intelligence 12 Resonant Leadership Summary Mindfulness, hope and compassion are key Effective teams and powerful, positive organizational cultures do not happen by accident, they are created by resonant leaders who employ emotional intelligence to motivate and nurture their employees. Yet resonance can be exhausting to maintain; even outstanding leaders can turn dissonant under the pressure of chronic business stress. Rest and relaxation aren't enough to restore emotional resilience. Leaders must: cultivate openness, curiosity and awareness about oneself and others visualize a positive, realistic dream work to understand and improve the situations of others. 13 Step 1: Knowing yourself “And can we ever know what art makes a man better, if we do not know what we are ourselves?” Plato, Alcibiades 14 Self-Awareness The ability to accurately perceive one's own emotions and stay aware of them as they occur, as well as understanding the impact of one's emotions on specific situations and people. 15 Self-Awareness Knowing one's internal states, preferences, resources, and intuitions Emotional awareness: Recognizing one's emotions and their effects Accurate self-assessment: Knowing one's strengths and limits Self-confidence: A strong sense of one's self-worth and capabilities 16 Do you take the time to reflect? Less is more: multitasking has been discredited by neuroscience research 17 Tool: The 3 passions What renews me personally What is your avocation? To what do you return when you are alone and not otherwise occupied? My family or support system To whom do you turn to outside of work to be renewed? The best part of my work What is your core purpose in the work you do? What gives meaning to your work? 19 Tool: Yerkes Stress-Performance Curve 20 Step 2: Managing Yourself “The unexamined life is not worth living.” Plato, The Apology 21 Self-Management The ability to use awareness of one's emotions to stay flexible and positively direct behavior managing emotional reactions to specific situations and people. 22 Self-Management Managing ones' internal states, impulses, and resources Emotional Self-control: Keeping disruptive emotions and impulses in check Transparency: Maintaining integrity, acting congruently with one’s values Adaptability: Flexibility in handling change Achievement Orientation: Striving to improve or meeting a standard of excellence Initiative: Readiness to act on opportunities Optimism: Persistence in pursuing goals despite obstacles and setbacks 23 The 3 management tasks of leaders Strategic Management Positioning the organization in the environment Tactical Management Achieving operating plan targets with your team Personal management Reflective management of your internal world: time and focus 24 Do you have a mentor or coach? 25 Examining the unexamined life Jesuit core values Self awareness Ingenuity Love Heroism The discipline of constant self-improvement The examen as a forerunner of Toyota’s Kaizen 26 Tool: Periodic self examination Think about things that you have done in the past 12 hours Did you accomplish what you set out to do? What worked? What did not? What would you have done differently? Why? If you had not stopped to do this reflection, what would your world have been like? 27 Who has a claim on your time? patients spouse colleagues supervisor kids friends committees extended family team volunteer work commitments your time 28 Principles of time management Managing lists and managing time are not the same thing Time is the most precious resource you have – you turn it into other things Know your rest-recharge cycle needs Whose fault is it if you don’t balance these competing priorities? Burnout is your greatest risk as a leader 29 Burnout Definition A debilitating psychological condition brought about by unrelieved work stress, resulting in: Depleted energy and emotional exhaustion Lowered resistance to illness Increased depersonalization in interpersonal relationships Increased dissatisfaction and pessimism Increased absenteeism and work inefficiency Burnout: The High cost of Achievement, Freudenberger (1980) Catalysts and inhibitors of burnout Catalysts Routine Repeated Failure Isolation Lack of purpose Non-alignment Futility Physical stress Lack of sleep Hair on fire work Living at work Inhibitors Routine Occasional wins Team membership Vision and purpose Part of the whole Intermediate goals Wellness Adequate rest Planning Living at home Do you take time for lunch? 34 urgency Covey: First things first Importance rather than urgency Unimportant Urgent DECEPTION Important Urgent 3 1 4 2 Unimportant Not urgent WASTE DEADLINE Important Not urgent QUALITY importance Get this out of the way Then Focus 80% effort here!! 35 Adapted from Steven Covey Covey’s quadrant 2 People first, things second Leadership first, management second Effectiveness first, efficiency second Purpose first, structure second Vision first, method second Covey, First things first 36 People who have changed the world “What caused followers to dedicate themselves with such passion to the visions of Christ, Buddha, Gandhi, Confucius, Martin Luther King, Mother Teresa and Nelson Mandela? They were inspired, not motivated. We know that Martin Luther King did not say, ‘I have a strategic plan!’ And Mother Teresa didn’t have a quality program – she didn’t need one. We are unraveling the mysteries of these powerful styles of leadership and finding that inspiration is a the core of every great leader’s philosophy.” Secretan, Inspirational Leadership 37 EQ framework Awareness Actions Personal Competence Social Competence Self Awareness Social Awareness Self Management Relationship Management 38 Step 3: Knowing others “Seek to understand before being understood” St. Francis of Assisi, 13th Century, seven centuries before Steven Covey 39 Social Awareness The ability to accurately pick up on emotions in other people and get what is really going on. This means understanding what other people are thinking and feeling even when it conflicts with one's own feelings. 40 Social Awareness Awareness of others feelings, needs, and concerns • Empathy: Sensing others' feelings and perspectives, and taking an active interest in their concerns • Organizational awareness: Reading a group's emotional currents and power relationships • Service orientation: Anticipating, recognizing, and meeting customers' needs 41 Crucial Conversations Understanding Active listening Clarification Alignment Do you know how to listen? Really? 42 Step 4: Managing others "To lead people, walk beside them ... As for the best leaders, the people do not notice their existence. When the best leader's work is done the people say, 'We did it ourselves!'" Lao-tsu, Tao Te Ching 43 Relationship Management The ability to use awareness of one's own emotions and the emotions of others to manage interactions successfully. This includes clear communication and effectiveness in handling conflict. * * And, sometimes, flowers and candy 44 Relationship Management Adeptness at inducing desirable responses in others • Inspirational Leadership: Inspiring and guiding individuals and groups • Developing others: Sensing others' development needs and bolstering their abilities • Influence: Wielding effective tactics for persuasion • Change catalyst: Initiating or managing change • Conflict management: Resolving disagreements • Teamwork & Collaboration: Working with others toward shared goals. 45 Empathic, high EQ leaders are inspirational 46 How leaders inspire people Qualitative study of several thousand business and government executives “What values do you look for and admire in your superiors?” Honest Forward Looking Inspiring Competent Fair Supportive 88% 75% 68% 63% 49% 41% 47 Kouzes and Posner, Credibility: how leaders gain and lose it. 5 characteristics of good leaders Qualitative and quantitative study of over 60,000 leaders and constituents over a 15-year period Five recurrent themes in good leaders: Challenging the process Inspiring a shared vision Enabling others to act Modeling the way Encouraging the heart Kouzes and Posner, The leadership challenge 48 1. Challenging the process Good leaders: venture out and take risks step up to meet major challenges recognize good ideas are early adopters of innovation “as weather shapes mountains, problems shape leaders” “leaders learn by leading in the face of obstacles” Kouzes and Posner, The leadership challenge 49 2. Inspiring a shared vision Good leaders: have visions and dreams of what could be have image of future pulling them forward inspire rather than command commitment help people feel understood breathe life and hope into the dreams of others spread infectious enthusiasm about the future Kouzes and Posner, The leadership challenge 50 3. Enabling others to act Good leaders: use the word “we” involve all those who must live with the results enable others to act not by hoarding power, but by giving it away proudly discuss teamwork, trust and empowerment as essential elements of their efforts Kouzes and Posner, The leadership challenge 51 4. Modeling the way Good leaders: never ask anyone to do anything they wouldn’t personally do first they go first and show that it can be done model the way by personal example and dedicated execution know that grand dreams are not realized without hard work and persistence, and that they need to show how it is done Kouzes and Posner, The leadership challenge 52 5. Encouraging the heart Good leaders: encourage those who share the vision use acts of caring to draw people forward show people that they can win recognize and celebrate reward effort and renew those who fail love their work and those they work with Kouzes and Posner, The leadership challenge 53 Balancing group and individual focus http://www.youtube.com/watch?v=u6XAPnuFjJc 54