1. Emotional Intelligence in a Multicultural Workplace
Alyssa Sinkov, PharmD
PGY2 Health-System Pharmacy Administration Resident
Baylor Scott & White Health System, Dallas, TX
January 21, 2017

2. Conflict of Interest
The author of this presentation has no conflicts of interest to disclose, including financial or personal relationships with commercial entities.

3. Pharmacist Learning Objectives
Apply the 4 skills of emotionally intelligent employees in the workplace
Compare and contrast cultural norms by utilizing the 8 mapping scales
Interpret stylistic differences in communicating, evaluating, and disagreement between cultures

4. Technician Learning Objectives
Describe the 4 skills of emotionally intelligent employees
Recognize the 8 scales that map the world’s cultures in your interactions with others
Identify examples of stylistic differences in communicating, evaluating, and disagreement between cultures

5. Emotional Intelligence (EQ or EI)
“Emotional intelligence is your ability to recognize and understand emotions in yourself and others, and your ability to use this awareness to manage your behavior and relationships.” --Drs. Travis Bradberry & Jean Greaves Emotional Intelligence 2.0
Bradberry T, Greaves J. Emotional Intelligence 2.0. San Diego, CA: TalentSmart; 2009.

6. Fight, flight, or freeze? It all starts here…
Image: Peretz Partensky.

7. Emotional Intelligence Requires Communication between Rational & Emotional Centers
Image:

8. What determines how people think and act?
Personality EQ IQ
1. Bradberry T, Greaves J. Emotional Intelligence 2.0. San Diego, CA: TalentSmart; 2009.
2. Piotr Marcinski. In: Kleiman L, Barnett T. Employee screening and selection [website]. Accessed October 20, 2016.

9. (Intelligence Quotient)
IQ vs. EQ vs. Personality
(Intelligence Quotient) IQ
Assesses human intelligence
Memory, attention, speed of learning
Fixed from ~15 yo
People with the highest IQs outperform those with average IQs 20% of the time
People with average IQs outperform those with high IQs 70% of the time
(Emotional Quotient) EQ
Assesses management of behavior and navigating social complexities
No known connection between IQ and EQ
Flexible skill that can be developed
Personality
“Style” that defines each of us
Preferences (i.e. extroversion vs. introversion)
Is fixed from early in life
No known connection to IQ or EQ
Can be used to help develop EQ
Bradberry T, Greaves J. Emotional Intelligence 2.0. San Diego, CA: TalentSmart; 2009.

10. EQ’s Impact on Job Performance
Bradberry T, Greaves J. Emotional Intelligence 2.0. San Diego, CA: TalentSmart; 2009.

11. EQ’s Impact on Job Performance
EQ accounts for 58% of performance in all types of jobs
Single best predictor of performance, leadership, and personal excellence
90% of high performers are high in EQ
20% of low performers are high in EQ
People with high EQs make an average of $29,000 more per year than people with low EQ
Every point increase in EQ adds ~$1,300 to an annual salary
Bradberry T, Greaves J. Emotional Intelligence 2.0. San Diego, CA: TalentSmart; 2009.

12. 4 Emotional Intelligence Skills
Bradberry T, Greaves J. Emotional Intelligence 2.0. San Diego, CA: TalentSmart; 2009.

13. Self-Awareness Foundational skill to developing emotional intelligence
Ability to accurately perceive one’s own emotions in the moment and understand tendencies across situations
Requires willingness to tolerate discomfort of focusing on negative feelings and not to be afraid of emotional “mistakes”
“Where do your feelings come from, and why are they there?”
83% of top performers and only 2% of bottom performers are high in self-awareness
Bradberry T, Greaves J. Emotional Intelligence 2.0. San Diego, CA: TalentSmart; 2009.

14. Self-Awareness in Action
High Performer
Low Performer
“Clear long-term goals”
“Doesn’t make sacrifices for short-term gains”
“Up-front and doesn’t play ‘mind games’ with people”
“Manage your emotions without them managing you”
“Stress and sense of urgency projected on to others”
“Comes across as defensive or aggressive, and is not aware of tone and language”
“Needs to become aware of how she is perceived by others”
“In his ‘own little world’”
Bradberry T, Greaves J. Emotional Intelligence 2.0. San Diego, CA: TalentSmart; 2009.

15. 3 Tips to Improve Your Self-Awareness
Spend enough time thinking about your emotions to realize where they come from and why they are there
Develop a clear understanding of what motivates you and what pushes your buttons
Don’t be afraid of your mistakes – learn from them

16. Self-Management Highly dependent upon self-awareness skill
Ability to use your own awareness of your emotions to stay flexible and direct your behavior positively
Putting momentary needs on hold to pursue larger, more important goals
The ability to tolerate uncertainty when exploring emotions and options
Bradberry T, Greaves J. Emotional Intelligence 2.0. San Diego, CA: TalentSmart; 2009.

17. Self-Management in Action
High Performer
Low Performer
“Shows patience and understanding during heated, emotionally-charged meetings”
“Sensitive, yet direct and to the point”
“Ability to separate emotion from logic”
“Responds too quickly, sharply, or disjointedly”
“His reactions trickle onto his teammates”
“Lets his emotions rule his behavior”
“Needs to be proactive instead of reactive”
Bradberry T, Greaves J. Emotional Intelligence 2.0. San Diego, CA: TalentSmart; 2009.

18. 3 Tips to Improve Your Self-Management
Think before you act
Learn to tolerate uncertainty
Think about your longterm, larger goals before making a quick decision

19. Social Awareness
Ability to accurately pick up on emotions in other people to perceive what they are feeling or thinking, even if you do not feel the same way
Listening and observing
Stop talking, anticipating, and thinking ahead to what we’re going to say next
Understand emotions as they are happening and while contributing to the interaction
Bradberry T, Greaves J. Emotional Intelligence 2.0. San Diego, CA: TalentSmart; 2009.

20. Social Awareness in Action
High Performer
Low Performer
“Adjusts to different situations and can build relationships with almost anyone”
“Knows how to lead the conversation without them feeling like they were being controlled”
“Has a sincere interest in understanding people”
“He needs to allow others to feel good about their ideas, even if he has a better plan”
“He needs to pay attention to what is being said rather than thinking about what he wants to say”
“Doesn’t see the forest for the trees”
Bradberry T, Greaves J. Emotional Intelligence 2.0. San Diego, CA: TalentSmart; 2009.

21. 3 Tips to Improve Your Social-Awareness
Be an anthropologist – watch people in their natural state without interfering
Stop anticipating what others are thinking
Contribute to the conversation but pay attention

22. Relationship Management
Most difficult skill – requires mastery of other 3 emotional intelligence skills
Ability to use your awareness of your own emotions and those of others to manage relationships effectively
Clear communication
Effective handling of conflict
Product of the quality, depth, and time you spend interacting with another person
Bradberry T, Greaves J. Emotional Intelligence 2.0. San Diego, CA: TalentSmart; 2009.

23. Relationship Management in Action
High Performer
Low Performer
“Innate ability to read people, and uses that to create a safe and inviting forum for discussion”
“Her door is always open”
“Finds something to inquire about the other person’s interests even when it seems there’s no common ground”
“If they don’t agree with him, he makes it apparent that it’s not worth developing the relationship”
“Gets over-excited when meeting people which can make them pull back from him”
“Reacts to people rather than responding to them”
Bradberry T, Greaves J. Emotional Intelligence 2.0. San Diego, CA: TalentSmart; 2009.

24. 3 Tips to Improve Your Relationship Management
Relationships will not be built immediately – it takes time
Do not avoid problems and conflict – initiate direct and constructive conversation
Make the most out of your interactions with other people

25. Resources to Improve Emotional Intelligence
EQ Exam
Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT)1
Emotional Intelligence Appraisal2
EQ-i 2.03
Exam Type
Modeled on IQ tests
Skill-based self-report
Explores 16 elements of well-being grouped into self-expression, decision-making, inter-personal skills, decision making, and stress management
Number of Questions
141 questions, but 19 do not have expected answers
28 questions
133 questions
Exam Model
Ability-based
Mixed-model
Mayer J, Salovey P, Caruso D, Sitarenios G. Measuring emotional intelligence with the MSCEIT V2.0. Emotion. 2003; 3:97–105.
Bradberry T, Greaves J. Emotional Intelligence 2.0. San Diego, CA: TalentSmart; 2009.
MHS Assessments. The EQ-i2.0 Experience Accessed October 16, 2016

26. A pharmacy manager has a meeting with a pharmacist to discuss a mistake she made at work. An hour before the meeting, the pharmacist learns that a family member has been admitted to the hospital after a car accident. The pharmacy manager reschedules the meeting and allows her to leave an hour early. The manager’s behavior is an example of which EQ skill?
Self-Awareness
Self-Management
Social Awareness
D. Relationship Management

27. Summary of Emotional Intelligence
Emotional intelligence is your ability to recognize and understand emotions in order to manage your behavior and relationships
Unlike IQ and personality, EQ can easily be developed and improved upon
EQ accounts for 58% of job performance and is the single best predictor of performance, leadership, and personal excellence
The four skills of emotional intelligence are: self-awareness, self-management, social awareness, relationship management
Several resources are available to assess and develop EQ such as the Emotional Intelligence Appraisal

28. Cultural Intelligence (CQ or CI)
“An outsider’s seemingly natural ability to interpret someone’s unfamiliar and ambiguous gestures the way that a person’s compatriots would.” - Christopher Early & Elaine Mosakowski Harvard Business Review, October 2004
Early C, Mosakowski E. Cultural Intelligence. Harvard Business Review. Oct 2004.

29. Geographical Culture United States of America Southwest Texas Dallas
Country
Region
State
City
United States of America
Southwest
Texas
Dallas

30. Workplace Culture Baylor Scott & White Health North Fort Worth
Company
Region
Branch
Department
Baylor Scott & White Health
North
Fort Worth
Pharmacy

31. Where does CQ fit into EQ?
Related to emotional intelligence but groups actions and behaviors into 3 groups:
Individual
Group
Universal
Individuals high in both CQ and EQ have a propensity to think before acting
Suspend judgement until considering all of the ways personalities are similar and different from your “home” culture
Early C, Mosakowski E. Cultural Intelligence. Harvard Business Review. Oct 2004.

32. Cultural Intelligence at Work
American designer working with 2 German engineers finds that all of her team’s suggestions are quickly dismissed. She concludes from this interaction that Germans are rude and aggressive.
1. Early C, Mosakowski E. Cultural Intelligence. Harvard Business Review. Oct 2004.
2. The Globe and Mail. Managers need to know what workers aren’t telling them. Accessed October 20, 2016.

33. Using the 3 Behavior Groups
That evening, the American designer reflects upon her interactions with the German engineers. She considers her perception of their behavior:
Individual: personality, environment, personal life
Group: German, American, engineer, designer, company
Universal: respect
Upon reflection, the designer realizes that she was equating the merit of an idea to the merit of the person presenting it, when the German engineers were able to make a sharp distinction between the two.
Was this behavior because they were German or because they were engineers?
Early C, Mosakowski E. Cultural Intelligence. Harvard Business Review. Oct 2004.

34. How We Adapt: Core & Flex
Core: the things that we won’t change
Flex: things we can choose to change
The key is to change and accommodate without compromising on what matters.
Common Purpose. What is cultural intelligence? Accessed October 20, 2016.

35. 6 Cultural Intelligence Profiles
The Provential
Works well with people of similar backgrounds
The Analyst
Studies and analyzes another culture’s rules and expectations
The Natural
Relies on intuition and first impressions

36. 6 Cultural Intelligence Profiles
The Ambassador
May not know about the culture but convincingly communicate that they belong there
The Mimic
Pick up cues and nonverbal movements from others
The Chameleon
Possesses all sources of CQ

37. Anticipating Cultural Differences
Individuals, no matter their country of origin, have different personality traits
Anticipating cultural differences should not stereotype groups of people but should instead set a cultural “context” in order to communicate and interact more effectively between cultures
In Erin Meyer’s book, The Culture Map, she presents 8 scales as tools to map the world’s cultures
Meyer E. The Culture Map. New York, NY: PublicAffairs; 2014.

38. Erin Meyer’s 8 Culture Scales
Meyer E. The Culture Map. New York, NY: PublicAffairs; 2014.

39. Which statement is TRUE about Erin Meyer’s 8 Culture Scales?
The culture scale is representative of all members of a culture, regardless of personal experiences or personality
The culture scales are not meant to stereotype but instead set a cultural “context”
The “Communications” scale consists of principles-first vs. applications-first
Russians and Israelis give and receive feedback exactly the same way since they both “Evaluate” using direct negative feedback

40. Communications: Low vs. High Context
Spain
Canada
Finland
Italy
China
Japan
France
U.S.
Germany
India
Poland
Australia
England
Brazil
Mexico
Russia
Kenya
Indonesia
Low Context
High Context
Low Context
High Context
Good communication is precise, simple, and clear
Messages expressed and understood at face value
Repetition used to clarify communication
Good communication is sophisticated, nuanced, and layered
Messages are both spoken and read between the lines
Messages often implied but not plainly expressed
Meyer E. The Culture Map. New York, NY: PublicAffairs; 2014.

41. Strategies for Working with Low vs. High Context Cultures
Low Context
High Context
Be as transparent, clear, and specific as possible
At the end of a discussion, recap the key points again
Don’t expect that there will always be a subtle message or meaning behind someone’s words
Ask for clarification if you don’t understand
Listen to what is meant instead of what is said
“No” can come in many guises
i.e. “It will be hard, but I’ll consider it”
Don’t form opinions too quickly
Ask for clarification if you don’t understand
Multicultural groups need low-context processes.

42. Evaluating: Direct vs. Indirect Negative Feedback
England
France
Russia
Italy
India
Saudi Arabia
Japan
Norway
U.S.
Germany
Brazil
China
Australia
Indonesia
Israel
Denmark
Ghana
Spain
Canada
Mexico
Kenya
Direct
Indirect
Direct Negative Feedback
Indirect Negative Feedback
Negative feedback provided frankly, bluntly, and honestly
Negative messages are not softened by positive ones
Absolute descriptors or “upgraders” used such as, “totally” or “completely”
May be given in front of a group
Negative feedback provided softly, subtly, and diplomatically
Positive messages used to wrap negative ones
Qualifying descriptors or “downgraders” used such as, “sort of” or “slightly”
Only given in private
Meyer E. The Culture Map. New York, NY: PublicAffairs; 2014.

43. Strategies for Giving & Accepting Negative Feedback from Direct vs
Strategies for Giving & Accepting Negative Feedback from Direct vs. Indirect Cultures
Direct Negative
Indirect Negative
Low Context:
Take everything literally and as a sign of transparency and honesty
Don’t try to do it like them
High Context:
They will tend to be direct with family or strangers and diplomatic with authority figures
Avoid taking the criticism too personally
Low Context:
Comes across as fake or confusing since positive words are used when giving positive and negative feedback
Try to be balanced in the positive and negative feedback given
High Context:
May give negative feedback by veiling it as a joke or in a friendly manner
Never give individual feedback in front of a group
Politeness is in the eye of the beholder.

44. Disagreement: Confrontational vs. Non-Confrontational
Germany
Indonesia
Sweden
Denmark
Australia
India
China
Russia
U.S.
Japan
Israel
Brazil
Mexico
Spain
Italy
England
Ghana
France
Netherlands
Saudi Arabia
Thailand
Confrontational
Non-Confrontational
Confrontational
Non-Confrontational
Disagreement and debate seen as positive for the team
Open confrontation is appropriate and won’t negatively affect relationships
Disagreement and debate are seen as negative for the team
Open confrontation will break group harmony and negatively affect relationships
Meyer E. The Culture Map. New York, NY: PublicAffairs; 2014.

45. Confrontational Non-Confrontational
Dealing with Disagreement in Confrontational vs. Non-Confrontational Cultures
Confrontational
Non-Confrontational
Separate someone’s opinions or ideas from the person expressing it
Believe that a good debate brings more ideas and information
If they challenge you, it’s because they are interested
In attacking a person’s opinion or idea, you may bruise a person’s ego or cause a “loss of face”
Some cultures may be non-confrontational toward those with in-group status but may show more confrontational behavior toward those with out-group status
Emotional expressiveness or passion has little to do with how confrontational a culture is.

46. Which statement is FALSE?
The United States in an example of a low context communication culture
High context cultures tend to listen to what is meant instead of what is said
Confrontational cultures tend to see disagreement as debate that is positive for the team
Japanese and Indonesian cultures tend to give direct negative feedback

47. “So, who did you vote for this year?”
What is the culturally appropriate way to respond to awkward cross-cultural encounters and questions?
Begin with positive intent
Seek additional information
Decide in advance how to address the situation
Be yourself, but adapt just enough
Livermore, D. Weird, rude, or different?! Awkward cross-cultural moments. Cultural Intelligence Center. Culturalq.com. Accessed December 12, 2016.

48. Cultural Intelligence Resources
The Culture Map: Breaking Through the Invisible Boundaries of Global Business (2014) by Erin Meyers
Books by David Livermore
Driven by Difference (2016)
Leading with Cultural Intelligence (2015)
Expand Your Borders (2013)
Cultural Intelligence Center (
Harvard Business Review

49. Summary of Cultural Intelligence
CQ is an outsider’s ability to interpret someone of another culture’s unfamiliar gestures and is related to EQ
EQ requires core and flex – accommodation without compromising on what matters
Anticipating cultural differences should not stereotype groups of people but should instead set a cultural “context”
In Erin Meyer’s book, The Culture Map, she presents 8 scales as tools to map the world’s cultures
3 important scales in CQ are: communicating, evaluating, and disagreement

50. Questions?