TTOOR R IIEESS
wo years ago, John Gardner,Systems Engineering Manager atMedrad, a medical devicescompany, was recognized assomeone with a high degree oftechnical skills and an ability to “getthings done.”But at what cost?According to John,“Although senior management likedthat I got thingsdone, they werefrustrated with mymethods of dealingwith people.Essentially,management wassaying, “John, we loveyou, but we want toshoot you!”John focused only on the outcomesof the work, believing that task completion was much more importantthan people’s feelings. “On the onehand, I was receiving performancereviews at the top of the performer range. Then I got a letter saying that if Ididn’t change my style, I might befired.” John couldn’t believe that hewas being knocked for hisinterpersonal style when he wasdelivering such amazing results!Because the company valued John’sskills, they offered him the opportunityto participate in an EmotionalIntelligence training and coachingprogram from the Institute for Healthand Human Potential (IHHP). “At first,”John said, “I thought I would sitthrough the program to appeasemanagement and get my attendancechecked off. Quite frankly,I saw emotional intelligence as awaste of time.”After going through the programand follow-up coaching, John nowsees Emotional Intelligence as acritical competence he was missing.“I now realize that I was operatingwith only half of what Ineeded to be successful— similar to rowing a boatwith only one oar.” Thisbecame truer as herose in the ranks atthe company. As anengineer he felt hecould get awaywithout EQ skills … butnot once he became aleader.The Emotional Intelligencetraining and coaching that Johnparticipated in made him moreaware of his impact on others andidentified some “gaps” he neededto address. “The training reallyopened my eyes to things like theimportance of learning to reactmore skillfully when I’m frustrated. Iwas unaware I had a problem withempathy until I got my 360 feedback in the program.”After the two days of training, Johnreceived the next component of theprogram - EQ coaching from aqualified IHHP coach. John describesthe process, “The coach helped meunderstand how to apply thetechniques in my life – both inbusiness and at home. At first Iwasn’t sure what to do, but with theguidance of the coach, I began tomanage my emotions better andbecome more empathetic to others.As I worked through the exercises
Real People – Case Study
MEDRAD products are sold tohospitals and medical imaging centers in over 85 countries. Annual salesareapproximately $300million. Medrad employs more than 1,300 people based in 15 locations around the world.
MEDRAD performance is a result of an unrelenting commitment to improving healthcare, to upholding standards of excellence, and toresponsible activities for the benefit of our customers,shareholders, employees, and communities. These values are expressed through our culture and philosophy, as well asour ethical and corporate responsibility policies.
MEDRAD is headquartered in Indianola, Pennsylvania, 15 miles northeast of Pittsburgh. The major location of 285,000-sq. ft.includes all headquarters,administration functions, and enterprise production units. MEDRAD is a global company. The European headquarters office is located in Maastricht, The Netherlands,and additional international offices are located in France,Germany, Italy, UK, Brazil, Japan, Norway, Sweden,Denmark, Singapore, Egypt, Mexico, and Australia.