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This newsletter series is sponsored as a service for the value analysis, contracting, and materials management professionals by C. R. Bard, Inc.

JUNE 2009

Emotional Intelligence: EQ vs. IQ
Carol Stone
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Influence and Persuasion
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Addressing Differences in
Goals & Perception
Decision Making
Interpersonal Skills

Carol Stone
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Vice President, C
C. R. Bard, Inc.
If you would like a copy of a previous issue of our newsletter; please send an email to
wendy.lemke@crbard. Provide your email address and the newsletter topic and we will send to your email.

Emotional Intelligence: EQ vs. IQ:

“I

Q and emotional intelligence
are not opposing competencies,
but rather separate ones…. All
of us mix IQ and emotional intelligence
in varying degrees.” Daniel Goleman,
Emotional Intelligence
Emotional Intelligence
It’s what makes us respond to a crying
baby, a furrowed brow or a smiling face.
It’s also what brings us together, lifts us
upward and inspires us onward. Defined by
psychologists in the early ‘90s, Emotional
Intelligence is the ability to monitor one’s
own and others’ feelings and emotions, to
discriminate among them and to use this
information to guide one’s thinking and
actions. “Know thyself,” said Plutarch,
writing in ancient Greece. Now extend that
to others.
EI vs. IQ
Emotion, according to the experts, is an
unconscious state, distinct from cognition
(thinking), volition (will) or motivation.

Intelligence, on the other hand, is “a set
of cognitive abilities which allows us to
acquire knowledge, to learn and to solve
problems.” Given this, IQ and EI seem like
contradictions in terms, an oxymoron, an
“us vs. them.” But IQ/EQ tests not
withstanding, Emotional Intelligence is not
the opposite of intelligence. Rather it is a
unique intersection of the two that can
enable you to use your emotions to help you
solve problems and live a more effective
life – both at home and at work.
The EI Advantage
While no substitute for ability, knowledge,
or skills, Emotional Intelligence (EI) can be
a significant asset on the job.
• EI can affect the bottom line: In one
study, experienced partners with high EI in
a multinational firm delivered $1.2 million
more profit from their accounts -- 139% -over their cohorts.
• EI can influence effectiveness: a study
of manufacturing supervisors given EI
training saw a reduction of 50% in lost-time
accidents, 20% in formal grievances, and plant
productivity goals exceeded by $250,000.

Emotional Intelligence: EQ vs. IQ:

“H

uman beings possess a range
of capacities and potentials –
multiple intelligences – that,

both individually and in consort, can be put
to many productive uses.” Howard Gardner,
Intelligence Reframed
Emotional Intelligence is formed in infancy,
but unlike IQ it can be honed and developed
with practice. Some seem to possess it in
high degree: those in sales, human
resources, health care and customer service,
for instance. EI people tend to be socially
poised, outgoing, cheerful, committed
to people or causes, responsible, ethical,
sympathetic, caring in relationships, and
comfortable with themselves and others –
all positive attributes for the Value Analysis
Professional.

Engaging your EI is not always easy. The
stress of work, deadlines, dealing with
difficult people or fluctuating situations can
make us want to shut down and “just get
on with it,” often with less than beneficial
results. Case in point: look at malpractice
suits. According to a study, surgeons who
took just three minutes longer with their
patients, who made orienting comments,
used encouraging language, and sounded
empathetic and concerned were less likely
to be sued than those who did not.
The quickest route to EI in any given
situation is through asking yourself four
questions:
• How are you and the other person
feeling?
• What are you and the other person
thinking as a result of your feelings?
• What caused you and the other person
to feel the way you do?

Theoretical
Perspective
• EI can affect personal success: In a
cross-cultural study of senior executives,
EI competencies outweighed both IQ and
experience in top performers.
Four Fundamentals
Emotional Intelligence consists of four
fundamental capabilities: self-awareness
(the ability to identify your own
emotions and their impact), self-management (the ability to control your emotions
and behavior), social awareness (the ability
to recognize and understand the emotions of
others and react appropriately), and
relationship management (the ability to
influence and connect with others).
Emotional Intelligence can be a powerful
key to effective leadership. Used and
developed wisely, it can help you build
consensus, promote collaboration, manage
conflict, generate buy-in, and, in general,
enhance your overall effectiveness in
dealing with the changing dynamics you
face today.

Practical
Perspective
• What will you do to manage your, and
the other person’s, feelings?
People, People, People
According to some experts, people can be
categorized by their patterns of difficult
behavior: hostile/aggressives with a definite
idea of how others should act, complainers
who only gripe, unresponsives who clam
up, super-agreeables who give only lip
service to support, negativists who know it
all – and that it won’t work, and indecisives
who can never make a choice, holding out
hope for the perfect solution to present
itself.
You can use this knowledge along with your
EI questions to help you as you work with
clinicians, physicians, vendors, or
management.
Continued on back

VA People

Viewpoint

Meet Lana Smith
Lana Smith is Corporate Director of Clinical Contract
Management for Adventist Health, a not-for-profit
system of 18 owned and managed hospitals and 38 affiliate
hospitals. She has more than 30 years of diversified nursing
experience including clinical expertise in perioperative and
critical care nursing and extensive management and
leadership experience, serving as Director of Perioperative
Services for San Joaquin Community Hospital and
Regional Director of Value Analysis for Adventist Health.
In her corporate role, she is responsible for the
advancement of clinical practice and improvement of
patient outcomes through identifying and implementing
sound business practices and cost containment
opportunities. Trained as a nurse, she received her Nursing
Diploma from Julia F. Burnham School of Nursing in
Illinois, a Bachelor of Nursing and a Master of Nursing
from California State University, Bakersfield. She is a
member of Kern RN Society, Association of Operating
Room Nurses, Healthcare Resource and Materials
Managers, and Past President of Sigma Theta Tau Nursing
Honor Society Association. She also works to encourage
outreach and involvement with nursing students at the local
university.
Q: What drew you to the healthcare field?
A: As a small town high school student in the late 60s, I
was presented with the choice of basically three pathways
open to women wanting a career: nursing, teaching or
secretarial. My grandmother had been ill and I spent a lot
of time with her at the hospital. Watching the nursing staff
at work, I thought, “You know, I’d like to do that.”
Q: How did you transition to Value Analysis or
your current job?
A: After receiving my diploma, my husband and I moved
to California where I determined that in order to pursue my
career I needed to get my bachelor’s degree, which
eventually led to a master’s degree and my interest in
management. Meanwhile, I was gaining experience as a
nurse, first in ICU, then the OR, where I was able to put
some of my management/leadership theories to work.
Q: How did you prepare for your current position?
A: When I became OR director I discovered that the OR is
truly a business in itself with a budget and expenses
and that I had to have a financial understanding in order to

manage effectively. Coincidentally, at that time, I
was working on my master’s thesis project, which was
developing a value analysis program to bridge the gap
between Finance and Nursing. Key to my project was the
importance of communication and its impact on patient
quality. It would be very helpful to me in my next role as
Regional VA director, then in corporate, where I am the
only nurse in supply chain administration.
Q: What role does emotional intelligence play in
your job?
A: It’s essential. In addition to staff and colleagues, I work
with 18 different OR directors as well as the CEO/CFO. I
need to know how to be sensitive, to empathize, to put
myself in their place in order to understand what’s
important to them -- and act accordingly.
Q: What training did you receive in developing
your emotional intelligence?
A: Much of it is innate, but a lot came from my nurse’s
training to understand people’s needs, their response, and
what motivates them to change.
Q: How useful is emotional intelligence for the
Value Analysis Professional?
A: Very useful, especially in gaining consensus and
buy-in. Most helpful is being able to identify emotions
– your own and those of others – and knowing how they
impact behavior.
Q: Can you give an example of how emotional
intelligence has helped you in everyday or
difficult situations?
A: One involved dealing with cardiologists and vendors
during product contract negotiations. Even though I sit
at the corporate level, I felt it was important to meet face
to face with the cardiologists in order to understand what
they needed, their relationship with the vendor, and what
they were willing to do in case the vendor they wanted
was not on board. It was a huge learning experience that
resulted in a $2-$4 million savings and a new “stoplight”
program that represented a shift in the business. The key
was understanding their motivation, what they were willing
to change, and making sure that the CEO/CFO understood
it as well.

Continued from inside
Personality Type:

Suggestion:

Hostile
Aggressives

Give them time to voice
their opinions and then
move onto problem
solving mode.

Complainers

Acknowledge by
paraphrasing and assign
fact-finding tasks.

Unresponsives

Ask open-ended
questions.

SuperAggreeables

May require work to uncover underlying facts that
prevent their taking action.

Negativists

Prepare yourself with facts
and address
problems as questions.

Indecisives

May require listening for
clues to their
reservations and
offering extra support.

When confronted with difficult behavior, your
first response is often impatience, but you have
to step back and remember that what’s so
important to you is only a small part of their
job, says Gina Thomas of MedAssets. An
extreme case in point: a hallway ambush by a
surgeon erupting with anger over a recent conversion. Maintaining her composure, Thomas’
response was to ask if they could sit down and
talk about it. “It’s important to know their hot
buttons,” says former board member Michelle
Allender. “And that includes the personality of
the group as well as the individual.”
Knowing yourself is equally important says
Joyce Chavez of Hoag Memorial Presbyterian
Hospital. “Emotions run high when people are
under stress; I tend to clench my jaw. It’s
a physical response that tells me where my
emotions are and that I need to take a moment
to stop the reaction. My biggest mistakes have
been made by not, stopping to take a breath
before I respond.”

Putting It To Work
Drawing on her years of clinical and management experience, Value Analysis Professional
Lana Smith has learned to put EI to work in
various settings. Here she shares some insights
she has found useful as Corporate Director of
Clinical Contract Management for Adventist
Health:
1. Know your people. Whether it’s a new
member of the board or an old member of your
team, face time is important. It allows you
to build a personal bond and helps keep you
engaged.
2. Communicate. Keep in touch and on top
of what’s going on with the people you work
with and the demands they are facing (budgets,
personnel etc.)
3. Seek input, offer support. We have team
members at 18 different hospitals. My big
question is always “how can we help?”
4. Collaborate. Make decisions as a group.
5. Share data. Make sure everyone has the
information they need to make an informed
decision.
6. Look for motivation. Talk with clinicians,
physicians, etc. to find out what it is they really
want and why it is important.
7. Promote understanding. Make sure that
your team understands where management is
coming from, the reason for whatever action
is required and that management – your CEO/
CFO – understands the concerns of those at the
clinical level.
In the end, it comes down to respect, and the
simplest way to convey respect is through the
tone of voice. Temperament is not destiny.
Employ with intelligence.

Editorial Board
Joyce Chavez*
Clinical Resource Manager
Hoag Memorial Presbyterian Hospital
Newport Beach, CA

Carol Stone
Editor-in-Chief
Vice President, Corporate Marketing, C. R. Bard, Inc.,
Murray Hill, NJ [email protected]

Paul Corish, RN, MS, CNOR*
Director, Surgical Services
Vassar Brothers Medical Center, Poughkeepsie, NY

Wendy Lemke
Editor
Manager, Corporate Marketing C. R. Bard, Inc.,
Murray Hill, NJ [email protected]

Erin Germann, RN* Director,
Supply Chain Operations MedStar Health
Lutherville, MD
Francine Parent*
Senior Clinical Consultant, System Supply Chain Services
Sharp HealthCare, San Diego, CA
Gina Thomas, RN, BSN, MBA* Vice President,
Customer Management
MedAssets Inc., Wichita, KS

Katherine Hause
Editorial Services, Hause & Hause
*These healthcare professionals have been compensated by
C. R. Bard, Inc. for their time and effort in contributing to this
publication.

Comments or suggestions on newsletter format or topics of interest may be forwarded to Wendy Lemke, wendy.lemke@crbard.
com or (908) 277-8491

Raise Your EI
1. Reduce stress.

Learn to tap into the sensory
memory that can calm you down
so you can think and reason.

2. Connect to your emotions.

Be aware of your own emotional
state and how it is influencing your
actions – and those of others.

3. Improve your non-verbal
communication.

Watch for body/hand/facial
movements that can convey more
than words can say.

4. Lighten up.

Learn to see the humor in difficult
situations and use it to smooth
over differences.

5. Resolve conflict positively.

Choose your arguments, stay
focused in the present, and be
prepared to forgive or end
conflicts that can’t be resolved.

What’s Your View?
Share your view
as a Viewpoint guest!
As a Value Analysis Professional,
your experience and expertise
are welcome additions to our
newsletter forum.
If you – or someone you know
– would be willing to share your
viewpoint on the topic of one of
our upcoming newsletters, please
contact editor Wendy Lemke at
[email protected].
We value your viewpoint!

Sources used for this issue include:
1. American Management Association, Seminar. Developing Your Emotional Intelligence, New York, NY, 2008.
2. Benton, D.A. Lions Don’t Need To Roar, Warner Books, New York, NY, 1992.
3. Bradberry, Travis and Greaves, Jean. The Emotional Intelligence Quick Book. Simon and Schuster, New York,
NY, 2005.
4. Bramson, Robert M. Coping with Difficult People, Anchor Books, Doubleday, New York, NY, 1981.
5. Cherniss, Cary. The Business Case for Emotional Intelligence, Consortium for Research on Emotional Intelligence in Organizations, www.eiconsortium.com, 2008.
6. EI Skills Group. About Emotional Intelligence, www.emotionaliq.com
7. Gardner, Howard. Intelligence Reframed, Basic Books, New York, NY, 1999.
8. Gibbs, Nancy. The EQ Factor, Time Magazine, Oct. 2, 1995.
9. Gladwell, Malcolm. Blink, Little, Brown and Co., New York, NY, 2005.
10. Goleman, Daniel. Emotional Intelligence, Bantam Books, New York, NY, 1995.
11. Matthews, Arlene. Complete Idiot’s Guide to Coping with Difficult People, Penguin Group, New York, NY,
2007.
12. Mayer, John D. and contributors. What Is Emotional Intelligence?, www.unh.edu/emotional_intelligence,
2005-8.
13. Segal, Jeanne. Raising EQ: Building Better Relationships at Work, www.jeannesegal.com
Other sources you might find useful:
The Emotional Intelligence Activity Book by Adele B. Lynne
The Emotionally Intelligent Manager by David Caruso and Peter Salovey
Raising Your Emotional Intelligence by Jeanne Segal

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