Stress Management and Work (Rev 1)

8/7/2019 Stress Management and Work (Rev 1)

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Stress Management andWork/Life Balance


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What is Stress?


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Stress is: A subjective sensation associated with

varied symptoms that differ for each of us.

It is primarily associated with failure of the human body to respondappropriately to a physical or emotionalstimulus it considers a threat.Ones reaction in the pursuit of task to

achieve an objective.


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Top 5 Causes of Workplace Stress1. Lack of control - no control over their participation or

the outcome of their work.2. Poor comm unication up and down the chain of

command.3. Unclear policies and no sense of direction - Lack

of focus/defined strategy causes additional uncertaintyand undermines confidence in management.

4. Pervasive uncertainty - Uncertainty is created byconstant, unsatisfactorily explained or unannouncedchange.

5. Fire fighting, constant interruptions, and officepolitics - Interruptions keep employees from gettingtheir work done - telephones, walk-in visits, supervisor'sdemands, and fear of disfavor for setting boundaries.


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Top 5 Causes of Management Stress1. Schedule is too full Failure to control ones

time leads to many stressful situations.2. Poor m anagement skills Managers who fail tomake the transition from a Technical operating

paradigm to a Transactional paradigm causethemselves undo problems.

3. Unrealistic targets and deadlines This showsup as work dominating ones life.

4. Blame culture w ithin the company Thefeeling of threat leading to a reactionarymanagerial style.

5. Failure to balance life w ith career Thismanifests with anything from personal-relational

issues to health problems.


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Good Stress versus Bad StressWhat is Good Stress?

Eu-Stress the pressure or drive that provides a senseof satisfaction and a sense of achievement. You can bebusy at work, working long hours and under a great dealof pressure, but still not experience any of the negativeeffects often associated with stress. Eu-stress is theenergy people feel when tackling a challenging

assignment and feeling confident in their abilities.However, when demands exceed resources, peopleexperience the type of stress associated with healthproblems and deteriorating relationships: distress.


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Good Stress versus Bad StressWhat is Bad Stress?

Di-stress the conditions associated witha perceived threat of position or survival.This can involve such things as losing a

job, a feeling of no accomplishment, thedeath of someone close, or any significantpersonal loss. This distress is responsiblefor the negative effects on the individualand, if continuing, ultimately upon their

ability to function properly.


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The Root Causes of DistressFailure to Start, Continue, or End aCycle.Being Unprepared.

Lack of a Strategy to Deal with StressfulSituations.

Failure to Control Ones Time.Failure to Include Ones Personal Goalsin Their Life.


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Tools - Dealing with the Root Causes of Distress

Cycles of ActionUnderstand what they are.List and prioritize what Activities/Projects.

Develop a plan and take each to truecompletion. A comprehensive plan mayrequire breaking the activity into itssubcomponents and delegating those toget assistance in the completion of the

overall objective.


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Cycles of ActionStart Continue EndContinue


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Cycles of ActionUnderstand what they are.List and prioritize what Activities/Projects.

Develop a plan and take each to truecompletion. A comprehensive plan mayrequire breaking the activity into itssubcomponents and delegating those toget assistance in the completion of theoverall objective.


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Being UnpreparedUnderstand the requirements of your job. Adopt and operate by the paradigm of theposition.

Adopt the Rotary Four Way Test when

you communicate.


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Paradigms of Organizational LifeIndividual Contributor Manager Leader

TechnicalParadigm TransactionalParadigm TransformationalParadigm

First Objective Personal Survival Personal Survival Vision Realization

Nature of Organization Technical System Political System Moral System

Source of Power Technical Competence Effective Transactions Core Values

Source of Credibility Technical Standards Organizational Position Behavioral Integrity

Orientation to Authority Cynical Responsive Self-authorizing

Orientation to Elite Rational Confrontation Compromise Complex Confrontation

Orientation to Planning Rational-Tactical Rational-Strategic Action Learning

Communication Patterns Factual Conceptual SymbolicStrategic Complexit y Simple Complex Highly Complex

Behavior Patterns Conventional Conventional-Situational Unconventional-Situational

Ease of Understanding Comprehensible Comprehensible Nearly Incomprehensible

Source of Paradigm Professional Training Administrative Socialization Personal Rebirth


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Rotary InternationalFour Way Ethics Test

Of the things we Say, or Do:1. Is it the TRUTH (as we see it)?

2. Is it FAIR to all concerned?3. Will it build GOODWILL and BETTER

FRIENDSHIPS?4. Will it be BENEFICIAL to all concerned?


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Being UnpreparedUnderstand the requirements of your job. Adopt and operate by the paradigm of theposition.

Adopt the Rotary Four Way Test when

you communicate.


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Crosbys Laws of Situation Management1. The primary concern of management is survival.2. Loyalty is a function of feeling appreciated.

3. The accuracy and completeness of information receivedvaries inversely with the organizational position of thereceiver.

4. The effectiveness of any program depends on the amount of participation delegated.

5. The less systematic support supplied to the decision maker,the better the decision is made.

6. Pride goes before all.7. A job can only be as successful as the means provided to

measure it.8. People are more important to situations than things.9. Improvement is the only practical management goal.10. Nobody really listens.


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Adopt a Situation Management and

Prevention Strategy.Understand the Crosbys Laws of SituationManagement.

Analyze Situations before you act with aneye on other peoples attitudes and theoutcome you desire.Plan Prevention activity as a means of validating your plan and preventing its

recurrence.


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The 3D Approach

This approach applies to e-mail, mail,and proposed commitments:

DO ITDELEGATE ITDUMP IT


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Tools for Dealing with the Root Causes of Distress

Manage Use of TimeKnow how your time is truly spent.Use the 3-D approach to managing mail

and email.Learn to say NO.Plan your life into your work schedule.


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Tools for Dealing with the Root Causes of Distress

Include Personal Goals in LifeUnderstand what your Personal andOrganizational Goals are.

Analyze how these goals interact and theireffect on you personally.Strive to establish Work/Life Balance.


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WORK/LIFE BALANCE


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Work/Life BalanceWhy do you work?What is your Vision for your future?Do you have Personal Goals?How many of your Personal Goals haveyou achieved?

Do you have more Work relatedObjectives than Personal Objectives?


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Your Answers to the ARC Pre-Seminar Survey


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Life Wheels

0

100

Personal Organizational


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FinancialFinancial

MentalMental

PhysicalPhysical

SocialSocial

FamilyFamily

EthicalEthical

Defining Success: Life Wheels


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External Obstacles????

Internal Obstacles Attitudes

Leadership Skills Aligned Behaviors

Obstacles to Success


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Sphereof

Control

Sphereof

Influence

??

??

??

??

??

Assessing Obstacles


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Overcoming Obstacles: Strategies

Attitude DevelopmentLeadership Skill DevelopmentOrganizational Alignment

Individual Alignment


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Strategy #2: Leadership Skills

PeopleSkills

TechnicalSkills

90%

90%


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Bus. Goal

B u s . G o a l

B u s . G o a l

Bus. Goal

B u s . G

o a l

Bus. Goal

B u s .

G o a l

Bus. Goal

B u s .

G o a l

B u s. G o

a l

Bus. Goal

B u s. G o a l

B u s . G o a l

B u s . G o a l

B u s . G o a l

Strategy #3:Organizational Alignment


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Vision & Values

Mission

Critical GoalCategory

Bus. Goal

Bus. Goal

Bus. Goal

Strategy #3:Organizational Alignment


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Strategy #4: Individual AlignmentPersonal Wheel Business Wheel


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Strategy #4: Individual Alignment


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How Do You Create Individual Alignment?

Treat your Personal desires asimportantly as you treat your Businessprojects.

Establish a clear Vision for yourself.Set goals in the important areas of your

Personal Life AND your OrganizationalLife.


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7 Steps To Creating & Achieving Goals

1. W rite SMART Goals (Specific, M easurable, Attainable, Realistical ly High, and Time Bound)

2. Determine Rew ards and Consequences

3. Identify Obstacles 4. Find Possible Solutions for Each Obstacle

5. Establish Action Steps 6. Create Target Dates 7. Delegate and Assign Responsibility


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The Stages of Change

Time


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The Stages of Change

Time

Morale

Forming

Storming

Norming

Performing


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Homework Introduction to Materials


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Thank You for Attending

If you have questions or need furtherassistance, please contact:

Jonathan Harrison, Focus Strategic Solutions [email protected] w ithin a w eek of this seminar

Documents

Stress Management and Work (Rev 1)