Here’s how to staff your practice for better patient engagement. For quite a while, businesses have stressed the importance of emotional intelligence (EQ)—and it’s fast becoming a focus in physician practice management. Your EQ may be just as important as IQ in healing patients and in patient-centered care, which also drives care quality. Learning all you can about emotional intelligence and how this key strength affects staff and patients will benefit your practice. Look for These High EQ Traits People with high EQs: Individuals with high EQs set the best cultural standards in any business organization, including health care organizations, says AAPC’s Brian Ingles, PMP, who will lead a session about emotional intelligence at the American Academy of Professional Coders Conference in May 2017. People can develop their emotional intelligence over time, but only if they work at it and only if they want to. It’s a lifelong pursuit—a pursuit some people forgo completely. “EQ can be developed, improved, fixed and worked on both in individuals and medical practices,” Ingles tells Practice Management Alert, “and doing so can create very healthy and happy work environments for both employees and patients.” Use Interview Questions to Find High EQ Staffers You can’t judge a person’s EQ from their resume, but you can use interview questions to get a sense of a person’s EQ and their commitment to developing it every day. Ingles recommends asking “behavior-based questions that will identify the emotional qualities and intelligence a candidate possesses” – that is, questions about how the candidate acted in the past when faced with a particular challenge. Along those lines, here are some ideas for interview questions and follow-up questions from Tom Gimbel, founder & CEO of LaSalle Network, a staffing firm in Chicago: Developing Your Practice’s EQ Hiring a new staff member with high EQ won’t accomplish anything if the practice environment they’re entering lacks EQ of its own. In the sharply-defined hierarchy of a medical practice, warns Ingles, “those with higher authority or status tend to show less EQ than those below them; i.e. physicians or high-ranking administrators who have been through many years of training and education treating a nurse or another staff member like they are beneath them.” The result of this attitude of superiority is a staff that either becomes too dependent on its leader or checks out entirely. “In a healthy emotional culture,” says Ingles, “relationships are not treated unequally due to title, experience, or level.” An authoritarian management style only leads to staff resentment, which in turn leads to underperformance and bad results for the practice. In a high EQ environment, staff members refuse to be bullied. Instead of arguing or being combative with their boss, they “work to mutually come up with solutions and to enhance awareness of how not solving the problem will impact them and the practice negatively,” says Ingles. An emotionally intelligent practice culture simply won’t let such a negative atmosphere continue. Editor’s note: To read Gimbel’s blog post, go to: http://blogs.wsj.com/experts/2017/03/12/how-to-tell-if-a-potential-hire-has-emotional-intelligence/. To learn more about the upcoming AAPC conference, go to: http://www.healthcon.com/session-information.php.