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As a physician, you are a leader, a manager and a business person. If you have never taken business courses, you need to improve your knowledge, skills and abilities in this area. If you have an MBA and many years of experience, you may need to unlearn some things to make room for common sense. While new concepts and modalities of business management spring up all the time, true leadership ability rarely goes out of style. And when it comes to leading others, emotional intelligence is your ticket to personal and professional success. Unless you need a specific answer in a hurry, we suggest you to start with "Emotional Intelligence." For access to all other articles, please register or log in above.
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Emotional Intelligence |
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The concept of emotional intelligence became popular after the immense success of Daniel Goleman’s book in 1995, Emotional Intelligence, Why It Can Matter More Than IQ.   It was followed by a second best seller in 1998 by the same author, Working With Emotional Intelligence. The business community was rocked by the research that overwhelmingly showed that up to 90 percent of one’s performance effectiveness was due to emotional savvy rather than technological knowledge.
In a country where IQ and SAT scores have dominated thinking on who is likely to succeed, the evidence is now clear that people skills are far more important when it comes to the bottom line. For many years it had been considered inappropriate to show or to have emotions in a work situation. An overwhelming amount of research shows that not only are emotions very much a part of the work experience, but to a large degree they set the course that a company follows. |
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... and Retaining A+ Team MembersHave you ever heard this concept - “When you hire the best, the rest is easy!” We know that hiring top performing team members is vital to the success of any professional office. And certainly your patients also have high service needs and expectations. So, how do you hire and then keep the very best employees? Let’s start from the beginning.
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The most effective leaders rely heavily on their ability to delegate. To lead is to set a course and then create the conditions under which all team members are able to give their very best, to perform at peak capacity, feel the importance of their personal contribution, and thoroughly enjoy themselves in the process! For this to occur, each person must be empowered to contribute meaningful parts of the process toward the stated goals of the group. |
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