Veterinary Economics - June 2012 - (Page 30)
you learn back to your coach or your spouse and process it later. 3. Develop an awareness of others. Why? Because it’s an important first step toward becoming more service-oriented and more empathetic, which is key for improving your emotional intelligence. The good news: Once you tune into what you’re supposed to see and hear, the process becomes suror videotaping a few of your interactions so you can begin to recognize your communication style. Watching yourself interact with others might reveal clues in your tone of voice or body language that will help you identify the difference between what you’re trying to communicate and how others perceive you. As you move through your day, focus on how clients and team mempatterns in the feedback you receive from your team members. If you’re consistently hearing messages, such as “you’re overwhelming” or “you crowd the room,” explore the source of your behavior. An intellectual understanding of where you learned the behavior and how you’re rewarded for the behavior will help you identify and eliminate that trigger. When you become emotionally intelligent, your practice can run with solid structure, collaboration, and predictable results. For every 1 percent increase in the team’s emotional intelligence, there’s typically a 1 percent to 2 percent increase in net profits. And you and your team members will enjoy peace of mind, a more joyful and invigorated work environment, and a stronger sense of community and purpose. ◾
When you’re operating at a high-EQ level, you will lead with vision, communicate effectively, and influence and develop others.
prisingly intuitive. For example, perhaps your employee feedback indicates that you do, indeed, need to develop more empathy. You can start by connecting team members’ intellectual queries to what they’re feeling. So if someone expresses a concern about the schedule, you might respond, “You must feel upset about how we handled the schedule this month,” instead of “I’ll handle the schedule better next time.” 4. Continue to develop your social and communication skills. When you’re operating at a high-EQ level, you will lead with vision, communicate effectively, and influence and develop others. You will serve as a catalyst for change, manage conflicts, build bonds, and collaborate with team members. This might feel a bit like your own personal Mt. Everest, so it’s important to take this journey one step at a time. A coach (either a professional leadership coach or even a trusted colleague) can help you set goals and keep you on the path. If you’re open to this approach, consider recording bers respond to you and how your comments affect others. When you walk into a room, try to figure out what each person is feeling. Are they happy, sad, or angry? Are there other emotions you can’t even name? Finally, remember to watch for
Shawn G. McVey, MA, MSW, is a member of the Firstline and Veterinary Economics editorial advisory boards and is CEO of McVey Management Solutions in Chicago.
Take the next step
For more EQ strategies, visit dvm360.com/eq for links to: • See how you rate on the “Emotional Intelligence Test.” • Implement “7 morale boosters to pump up your practice.” • Cozy up with a satisfying and inspiring leadership blog. • Buy the author-recommended books Primal Leadership: Learning to Lead With Emotional Intelligence and The EQ Interview: Finding Employees With High Emotional Intelligence. • Share your stories about emotional intelligence in veterinary practice on the dvm360.com Community.
Veterinary economics ❘ June 2012 ❘ dvm360.com
Table of Contents for the Digital Edition of Veterinary Economics - June 2012
Veterinary Economics - June 2012
Get in Touch
Practice Management Q&A
For Associates: Production Pay
Click & Copy
Boost Your EQ
Assess your EQ climate
Extinguish negative reviews
When disaster strikes … where will you be?
Checklist: Help clients help their pets
Lessons from the front lines: When disaster hits home
Designed to wow
Veterinary Economics - June 2012