Emotion assessment

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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© C o p y r i g h t 2 0 1 2 C a m p b e l l 3
, L L C . A l l r i g h t s r e s e r v e d i n f i n i t e - e n g a g e m e n t . c o m
©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
dcampbell@campbell3.com
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Please share this assessment with your colleagues, clients and associates by
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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
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WWW.INFINITE-ENGAGEMENT.COM
EMAIL
dcampbell@campbell3.com
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
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.
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.
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.
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.
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.
 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.
 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

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