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Prepared by Denise Campbell, Ph.D(c),MSPH, CHES Behavioral Strategist Infinite-Engagement EQ? eMOTION Quotient Positive Emotion: Engagement in Motion 10 Minutes to Target Employee Engagement Points & Claim your Position as a Leading Influencer of Well-Being at Your Company

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Prepared by Denise Campbell, Ph.D(c),MSPH, CHES

Behavioral Strategist

Infinite-Engagement

EQ? eMOTION Quotient

Positive Emotion: Engagement in Motion

10 Minutes to Target Employee Engagement Points

& Claim your Position as a Leading Influencer of Well-Being at Your Company

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©2012 Campbell3, LLC. All rights reserved

These materials contain proprietary content and may not be duplicated, excerpted, distributed or sold

without prior written permission of the copyright owner. Send all enquires or media request to

[email protected]

SHARE THE LOVE

Please share this assessment with your colleagues, clients and associates by

posting links to it on Twitter, Facebook, your blog, your newsletter.

Infinite-Engagement.com is the link to send them to so they will get all the

supporting documents, follow-up videos and FAQ’s to go along with the EQ

Assessment but they must sign-up to receive the extras! Enjoy!

Connect with Denise

WEB

WWW.INFINITE-ENGAGEMENT.COM

EMAIL

[email protected]

TWITTER

@DenisemCampbell

PHONE

724-322-1043

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In. flu.ence \ˈin-ˌflü-ən(t)s \ Verb

1. The effect of something on a person, thing, or event.

2. The power that somebody has to affect other people's thinking or actions by

means of argument, example, or force of personality.

3. The capacity or power of persons or things to produce effects on others by

intangible or indirect means.

4. The power to persuade.

5. The power or authority that comes from wealth, social status, or position.

En.gage \in-ˈgāj, en-\ Verb

1. To occupy the attention or efforts of: Involve. Hold the attention of, or win the

affection of somebody.

2. To attract or please.

3. To bind.

4. To assume an obligation.

Influence and Engage. 2011. In Merriam-Webster.com. Retrieved October 26, 2011, from

http://www.merriam-webster.com/dictionary/influence

http://www.merriam-webster.com/dictionary/

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Therefore, you successfully engage

people when your communication,

content, culture and employee-

supervisor relationships function at

the positive emotional level (feelings)

that are then converted into

productive behaviors.

What you say, how you say it, and to

whom are critical components to

engagement because they have the

potential to activate inspiration,

competency, satisfaction, pride,

accomplishment, loyalty, a

meaningful life, and a sense of

belonging. You have the opportunity

to engage the hearts and minds of

your employees that catapults

productivity beyond your wildest

dreams and influence sustainable

changes in ways you never thought

possible.

Are you ready and engaged enough

to take the challenge to inspire and

lead your employees to “feel” the

change? I’m thrilled to be your

escort through the neuropath ways

of eMOTION. Enjoy your journey!

Denise Campbell, Ph.D(c), MSPH, CHES

Behavioral Strategist

Welcome from

Denise Campbell

Welcome Influencers!

Although we are complex beings

within a complex society, we all have

a basic desire to be loved,

understood, appreciated, and cared

for. We demonstrate these needs

through various pathways of which

no two individuals are alike. Perhaps

this is one reason why organizations

have such difficulties in addressing

and engaging employees because

the emotions of love, validation, and

care are not on the corporate radar.

Research in neuroscience has shown

that emotions play a large role in

how we make decisions. Previously,

we believed that our analytical-mind

(prefrontal cortex) was at the

forefront of our decision-making.

However, brain studies clearly show

that our neuropath way to decisions

are first filtered through the

amygdala, the emotional center of

the brain where we determine first,

how we feel before we think or act.

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ehavio“People are disturbed not by things,

but by the view which they take of

them.” Epictetus, The Enchiridion, first century A.D.

“Research conducted by ComPsych Corp, a

Chicago-based employee assistance

program provider in August 2011, shows that

many employees are in such poor emotional

health they are not likely to support or sustain

healthy lifestyle changes.”

The engaged life

What I’ve discovered is a system to

help companies do things better for

the long term. It’s a journey in

eMOTION: Engagement in Motion.

eMOTION is based on rigorous

evidence-based research and the

connections between the

multidisciplinary fields of

Psychoneuroimmunology,

psychology, behavioral economics,

and educational learning theories

that address beliefs, behaviors and

biological phenomenon’s associated

with human emotions.

eMOTION is my solution to helping

people engage in well-being. An

engaged person lives in the moment,

enjoying the novelty of the day, the

environment, and the people around

them which creates excitement

(energy) that alters their biochemistry

(dopamine) which delivers a

physiological excitement to

challenge themselves to act upon

their own choices of activities

(control).

Engage emotions to

influence change.

Influencers are employees at all

levels. Therefore, your core challenge

is in changing people’s behaviors

through the transparency of truth in

your strategies, communication,

actions, and activities. And, when

you foster truth and resiliency with

what people see, hear, and feel you

now have momentum towards

leveraging sustainable change.

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Take the

EQ Assessment

Scoring

For each item on the next page,

there is a total of 10 possible points;

where 1 is the lowest score and 10

being the highest.

For example, in column A, you would

rate the first question on a scale from

1 to 10; 1 being little or no

involvement while 10 is the ultimate

or highest involvement.

“Your company involves employees

in critical issues of wellness program

development.”

If you find a question where no

answer seems to fit, you can skip that

question or give it a value of zero.

If you’re unclear of the meaning or

unsure if your company provides the

offering, give the question a value of

three (3).

You must answer each question in

each column even if it has a value of

zero then total the column where 100

is the maximum score possible.

Tips for Taking the EQ

1. These questions are based

on factual and/or

documented company

offerings not what YOU as a

Human Resource manager

or wellness program

manager offers or believes,

but rather if the company or

program provides what is

being asked.

2. Do not over think your

responses. Go with your first

instinct. The options are

intended to generate open

discussions that lead to

actions and healthy

outcomes.

3. Have fun. This assessment is

meant to be insightful and

initiate critical thinking.

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eMOTION Quotient

A B C D

Your company involves

employees in critical issues of

wellness program development.

Employees are encouraged and

rewarded for being innovative

(trying new things).

There are multiple methods for

employees to contribute ideas

and suggestions.

Corporate leaders share the

corporate vision, exchange ideas

and concerns with all employees.

Ownership of program execution

is at the employee level.

Employees are actively involved in

planning and implementing

change.

There is a sense of community. Performance reviews include the

manager’s responsibility in

ensuring continuous employee

development & training.

Employee suggestions and ideas

are continuously open for

discussion.

All employees are shown the

relevance of well-being.

Managers are taught fair

treatment practices.

Employees are assisted and

encouraged to learn and

develop their abilities.

Employees are offered a role on

the wellness committee.

Performance reviews are

integrated, continuous and

always open.

Employees are provided with

ways to contribute in meaningful

ways directly related to their

interest.

Management provides clear

goals and objectives’ regarding

the role of the wellness program

on the company’s bottom-line.

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Employees are encouraged to

share how their role contributes

and impacts the program and

company.

Your company offers recognition

programs.

As a company, you share

interest, hobbies and activities

beyond the wellness program.

Managers believe that

employee well-being is a key

driver to performance.

Individual employees are shown

how their work contributes to the

company’s bigger picture.

Senior leadership has a sincere

interest in employees’ well-being.

The company publicly

demonstrates good citizenship.

Managers encourage

employees to take initiative.

Employees are “listed”

somewhere globally as an expert

in their area of interest so others

can seek out their support.

Employees are provided with

guidance in how their energy

should be expended.

Employees are consistently

provided with the company’s

purpose.

Your company offers flex-time

and telecommuting where it’s

appropriate.

Employees identify with the

values of the company.

Individual work-load is

manageable and appropriate.

Employees are encouraged to

volunteer on non-profit boards or

in community programs.

Employees are trusted to do

what is best for customers.

Employees have the opportunity

to collaborate in the interest of

customers.

Employees are a part of a team

who share responsibilities, goals

and objectives.

Employees have direct input into

the creation and

implementation of corporate

policies and procedures.

Supervisors are selected on their

people skills.

Employee contributions are

valued and recognized.

Rationales are provided for

necessary task, policies, or

procedures.

Corporate goals are expressed in

emotional terms (honor, truth,

justice, passion, & appeal).

Managers demonstrate

responsible and ethical business

practices.

Score: Score: Score: Score:

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Engaged

A. Sense of Belonging B. Capable & Significant

C. Higher Purpose

C

D. Autonomy & Security

C

Scoring Your EQ

Your total for column A goes

in quadrant A. Sense of

Belonging.

Your total for column B goes

in quadrant B. Capable &

Significant.

Your total for column C goes

in quadrant C. Higher

Purpose.

Your total for column D goes

in quadrant D. Autonomy &

Security.

Connect the dots to see your

unique EQ profile.

Read on to interpret your

score and put the EQ into

action in your company.

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Interpreting

Your Score

Knowing your company’s eMOTION

Quotient helps you:

Get optimal productivity

simply by attending to your

employees’ best qualities.

Discover what your

employees’ best qualities are.

Determine how to

communicate your well-being

message in a way your

employees’ will value and

respond to like magic.

Serve employees by

providing opportunities that

they want so they are

“Naturally” engaged.

Choose the best well-being

models and vendors that will

engage ALL of your

employees.

Be the company of choice

where everyone wants to

work!

The following pages explain each of

the eMOTIONal drivers and how

they can be activated within

corporate communication, content,

culture and employee-supervisor

relationships.

Read on to interpret your score and

put the EQ into action in your

corporation.

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Sense of

Belonging

Focus

Employees who are really engaged

experience a sense of belonging

because they feel validated, have

meaningful work, feel that they “fit-

in,” and are accepted.

Communication Structure

People feel valued and connected

when they are a part of the process of

driving change. Therefore,

communicate:

First person stories of how other

managers and employees are

“practicing” ideas.

Provide communication vehicles

between departments so they

can cross-build teams and share

ideas.

Create emotionally charged

campaigns with validating

words – this builds trust.

Content Structure Provide programs and trainings that

encourage and provide both

managers and employees the

opportunities to practice:

Decision-making skills which

includes the allowance of

making mistakes.

Critical thinking skills that not

only help people determine

what works, what doesn’t and

why but also what’s next.

Cultural Structure

When people have a sense of

belonging they are enthusiastic about

their work which encourages them to

participate and share more of

themselves with others.

This influences a natural culture towards

teamwork where people feel free to

share without fear of rejection or

ridicule.

Employee-Supervisor Structure It’s not good enough just to provide

opportunities for employees to share

their thoughts, ideas and

strategies…you must also provide

“safe” opportunities for them to “try-it-

out.” Good coaches know the value of

consistent practice and good

supervisors understand that employees

who are provided with guidance,

ample time and resources have better

performance.

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Capable &

Significant

Focus

People feel capable when they

have a sense of control to direct the

outcomes in their lives. When

people can control their workflow

and physical vitality in novel and

significant ways, they are

emotionally engaged.

People who believe that they are

capable are competent to take on

their own challenges and put out a

bigger effort without extrinsic

rewards. They value personal pride,

satisfaction and a sense of

accomplishment.

Communication Structure People who are capable are very

confident. They have a belief that “I

can do it!” Engage employees with

consistent communication that:

Allows them to “Feel the

Success.” Use first-person stories

that show how others have went

from sickness to well-being.

Publish a step-by-step guide so

individuals can picture

themselves being “capable.” For

example how to go from a non-

walker to a daily walker. Again

use personal stories.

Content Structure Capable people want challenges

therefore, offer programs that have:

Either an individual or team

challenge.

Allow people to choose how

they want to engage in activities

at a level that they feel

capable.

Offer on-line, off-line and at

home components to address

workflow control.

Incorporate social opportunities

to share personal

accomplishments.

Culture Structure When people “feel the success,”

engagement moves beyond wellness

and integrates individual success with

corporate successes – this builds

competence for both employees and

the company.

Therefore, the public, consumers and

your clients see and experience a

trusting company.

Employee-Supervisor Structure Supervisors are agents of change that

have the most direct opportunity to

inspire people through modeling

healthy behaviors with passion and

emotion.

Show employees specific and

vivid signs of progress.

Remind employees about the

last time they felt capable.

Provide opportunities for

employees to “master” their

skills.

Provide opportunities during the

work day to participate in well-

being activities.

Participate in well-being

activities with employees.

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Higher Purpose

Focus

People have an emotional need to

live a meaningful life where they

can contribute to a greater purpose

outside of themselves.

Current research is demonstrating a direct

link between a sense of purpose and the

slowing of Alzheimer’s disease.

People with a sense of purpose start the

day with lower levels of cortisol and lower

levels Cytokine, the inflammatory response

protein that guides the body’s immune

response to disease causing inflammation

"Everyone wants to be interesting. But the

vitalizing thing is to be interested. Keep a

sense of curiosity. Discover new things.

Care. Risk failure. Reach out." John W.

Gardner, Secretary of Health, Education and Welfare

under President Lyndon Johnson.

Communication Structure Communicate the value of generating

a higher purpose and its impact on

health through campaigns that focus

on:

“What’s Your Purpose?” Highlight

examples of co-workers who are

taking personal responsibility

and what that looks and feels

like.

The power of generating clear

goals and how health is

achievable.

Co-workers demonstrating

citizenship by helping each

other and the community.

“The possibilities.” Show people

the potential of good health.

Communicate the relationship

between emotions and

biochemical response.

Content Structure Develop programs that help

employees discover what well-

being means to them.

Create Mastermind groups to

facilitate purpose, knowledge

and celebrate efforts.

Encourage and demonstrate

the power of journaling.

Culture Structure Companies typically offer matching

contributions to an employee’s charity

of choice, but research is showing that

when companies go beyond this

standard and actually provide each

employee a “charity budget,”

employee emotional well-being is

heightened along with a sense of

higher purpose and trust in corporate

leadership.

Employee-Supervisor Structure Supervisors can help employees define

their purpose through:

Consistent, honest assessments

and performance feedback

that is structured through two-

way communication tools.

Identify reluctance by locating

possible barriers and lack of

clarity.

Facilitate innovation where

everyone’s opinion and input is

equally valuable.

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Autonomy &

Security

Focus

People have an innate need for

self-determination (autonomy)and

connection to others.

Communication Structure Communicate ways for people

to find help. This could be a self-

directed online FAQ or

database; peer

counselors/supporters who are

seen as an expert; outsourced

helpline.

Set the communication tone by

using positive wording that

conveys non-controlling

language. Omit words such as

“should” and “must” with

“consider,” or “think about.”

Content Structure Well-being programs that provide

options and choices increase intrinsic

motivation. Create autonomous learning

opportunities with self-help

options.

Validate employee health

beliefs at all levels. (Validation

doesn’t mean agreement).

Offer painting classes, image-

building workshops, and other

type of “hobby” options.

Provide opportunities for peer

support and collaborative well-

being activities.

Culture Structure A common cause bonds people

together where autonomy and

community merge. Therefore

encourage a culture of collaboration

and cooperation with a mission that

everyone can see and feel.

Employee-Supervisor Structure Move beyond the boundaries of

the “work/life balance”

approach and offer a work

environment that’s built on flow

rather than balance.

Provide unexpected positive

feedback.

Forgo the pressures of deadlines

which undermine engagement

by instituting an organized

environment and flexible

workflow methods.

Validate feelings without

needing to agree.

Offer personal growth

opportunities.

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FAQs

1. Why were these questions chosen?

The eMOTION: Engaement in Motion

strategy is based on well-being

which moves beyond fitness and

nutrition (wellness) to also address

mental and financial health, stress,

work/life balance, the workplace

environment, and healthy

relationships. What we are most

interested in learning is the level of

emotion in your corporate

communication, content, culture

and employee-supervisor

relationships. Wellness is only one

factor as you will see as you read

through the descriptions of each

quadrant.

2. Why are there only four quadrants?

We conducted a systematic review

to determine the drivers of

engagement within work-sites. We

then explored heterogeneity and

tabulated study characteristics,

quality and effects with

engagement as the outcome. In

total we identified 15 drives of which

eight were relevant to our study. We

then assigned each driver to an

emotional state of being.

For this self-assessment, we chose six

of the eight emotional states in order

to offer an easy self-directed

method. We combined capable

and significant and autonomy and

security into one quadrant each

because of their closely related

characteristics and codependency.

3. What do I do now that I know my

EQ? What is the next best step for

me to take?

The simple answer is to commit to

focusing all of your engagement

efforts in each of the four quadrants

and putting them into action.

The upcoming videos can help you

discover the best place to start –

whether that is to create a signature

program in full alignment with

engagement or to determine your

employee personas to create an

engagement implementation

strategy.

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We showed you the

four key quadrants of

engagement but

that’s not all….

We have more for

you in upcoming

videos that can help

you discover…

Barriers to watch out for that

can trip up your engagement

efforts.

Why social support is vital to

engagement.

How to use the message of

resiliency.

Why personal stories are so

powerful and engaging.

Why employees don’t value

what they don’t understand.

How to work with reluctant

participants.

How to generate the feelings

that grab employees’ hearts

and minds.

Discover More Ways to

Activate eMOTIONs

Infinite-Engagement.com is the link

to get all the supporting

documents, follow-up videos and

FAQ’s to go along with the EQ

Assessment but you must sign-up to

receive the extras! Enjoy!

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About Denise

“When I see reluctance, I see opportunities”

Twenty-one years ago, I was tossed into

the world of the neonatal intensive

care unit (NICU) with my first son who

was born at 24-weeks’ gestation and

weighed only one-pound, ten ounces.

At that precise moment, my life

changed forever. I never knew that

such a place existed or that a baby so

small could survive. My heart broke

along with the umbilical cord and it

would be months before I would hold

my own baby or fully comprehend his

health outcome.

I quickly learned, however, that the

NICU life was that of an endless ride on

the “emotional rollercoaster.” Everyday

brought with it, the unknown. Each

day would and could be completely

different from the next. One day my

tiny baby would be doing well with his

oxygen levels and then the next, his

lungs would collapse. One hour he’d

be off the respirator and the next he’d

be put right back on it.

I was becoming increasingly agitated

as the ups and downs of NICU life took

their toll. I struggled with the medical

terminology that easily rolled off the

tongues of doctors and nurses alike.

And when I’d continually ask for

clarification, I was confronted with

edgy and rushed explanations that

offered little hope for comprehension.

I struggled silently with my own guilt,

grief and anger; not knowing that I

wasn’t alone in this cycle of grief. While

in this state of chaos, somewhere along

the line without me realizing it, I was

labeled as a “difficult” parent. One

would think that as my questions

increased and became more

intelligent, the medical staff would

become more receptive but instead

they saw my frustration and need for

understanding as taxing on their

energy and antagonistic in tone.

Although it wasn’t my intent, it soon

became just one of the many labels of

which they choose to define me.

Therefore, in return, I labeled “them” as

arrogant, uncaring, and controlling

and found other families who would

confirm my experience.

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Needless to say, I’m sure you can guess

where all of this was heading. But then

one day, it occurred to me that these

doctors and nurses must love what they

do because working in this

environment wasn’t easy. It’s not easy

watching people in pain. It’s not easy

witnessing little lives pass away before

they had the chance to live. It’s not

easy translating difficult information so

parents can make informed decisions

that will affect their lives forever.

For the first time, I saw the NICU from

the perspective of the medical staff.

Sure they may have chosen this career

path but that didn’t make them less

human. In fact, it made them my

heroes!

It was then that it occurred to me that

there had to be a better way for

doctors and parents to communicate.

So began my twenty-one year journey

of learning, advocating and sharing

how we are emotionally wired and

how to understand and use our minds,

emotions, biology, and environment to

live healthier and happier lives.

The NICU experience has changed me

forever and in ways that are still

surprising to me today. I’ve come to

learn that our environment, culture,

relationships, and social networks direct

more of our emotions than we may

care to acknowledge. And, I must

admit that I too wasn’t always so

tuned-in and comfortable with my

emotions and who I am, what I needed

and how to ask for help and support.

When I began my graduate work in

public health it wasn’t surprising to me

that I heard similar communication

scenarios in workplace well-being that I

had witnessed in the NICU. Perhaps

some of this may be familiar to you too:

Measuring ourselves against

others without knowing where

they may be on the continuum.

Corporate leaders and

supervisors assuming that

everyone “gets it.”

Not offering opportunities for

training, education and skill

building to increase mastery.

Assuming that employees know

which questions to ask.

Assuming that employees know

where to go to find the answers. Not offering a formal social or

peer support system. Whether it’s the NICU or your corporate office,

Whether it’s in the NICU or your

corporate office we are emotional

beings. How we choose to generate

those emotions or feelings is the bigger

story and one that I hope you will take

back to your offices.

It was my story of the neonatal

intensive care unit (NICU), which taught

me that adversity is inevitable and

change is possible even in spite of

chaos and fear.

What untold stories are hidden within

your corporate wellness program that

will engage the hearts and minds of

your employees and change them

forever?

I’d love to hear them if you’d like to

share.

I wish you well my friends as you help

move people towards the truth of

health and wellness with hope, love

and laughter.

Denise Campbell, Ph.D (c),MSPH, CHES Behavioral Strategist

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