Stress is Heavy; Lighten Up

Slide 1

presented by

Lou Russell, Russell Martin & Associates (317) 475-9311 @nolecture

[email protected]

[email protected]

www.russellmartin.com

© Russell Martin & Associates www.russellmartin.com

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Slide 2

presented by

Lou Russell, Russell Martin & Associates (317) 475-9311 @nolecture

[email protected]

[email protected]

www.russellmartin.com

H14

STRESS IS HEAVY;

LIGHTEN UP!


Training Conference 2013

Wednesday, February 20th, 2013 9:45am – 10:45am






1. Group into 5 – 8 people.

2. Elect the Starter.

3. Spell the provided word one letter at a time.

4. Count off from 1 – 10.

5. Count off AND Spell.

Spell and Count (Alain Rostain through Thiagi, Jolts Vol. 1)

Page 3 © Russell Martin & Associates www.russellmartin.com

Content

A Model for

High

Performance

Stress,

Triggers and

Decisions

Leadership

Strategies for

the Real World


Learning Objectives

Identify triggers, strengths, and

motivators that drive high

performance for you and your team

Identify and mitigate opportunities

for Me/Me, Me/You and Me/Job

conflict

Identify how leadership has

changed and how that impacts my

contribution


What Happens to Me?

50%

25%

75%

100% people

said…

job is

extremely

stressful

job is #1

stressor

stress worse than

a generation ago

© Russell Martin & Associates www.russellmartin.com Page 6 © Russell Martin & Associates www.russellmartin.com

What Happens to Me?

This information was

obtained in the 1990's in

large surveys by

Northwestern National

Life Insurance Co,

Princeton Survey

Research Associates, St.

Paul Fire and Marine

Insurance Co., Yale

University and The

Families and Work

Institute.

50%

25%

75%

100%

job is

extremely

stressful

job is #1

stressor

stress worse than

a generation ago

© Russell Martin & Associates www.russellmartin.com Page 7 © Russell Martin & Associates www.russellmartin.com

What’s Different? Projects are Flash Mobs


Competencies

Seeks to grow performance through

a clear understanding of EQ,

cognition, behaviors, motivators

and competencies

Motivates employees

to high performance

at all times

Empathy to Motivate: Manages

own leadership transformation,

develops strategies to lead

through change unique to a

person, builds skills to lead

change

Innovation: flexible

thinking, doing/ planning

/learning, seizes

opportunities, manages

risk

Managing Changing

Roles: accountability,

vision, prioritization,

project management,

relationships,

transition, metrics

Trust: build,

communicate, care,

conflict

management,

diversity


A Model for High Performance

Behaviors / Motivators Behaviors / Motivators

High Performing

Team

Trust / Alignment

Accountability (self / others)

Strengths and Challenges

Processes, Roles, Measures

Vision, Mission, Values

SELF TEAM EQ



Accountability

Take action and learn

Find solutions

Accept ownership

Acknowledge situation

Make it happen

This can work

It starts with me

I’m a piece of the puzzle

Wait n’ Hope

Blame self

Blame others

Denial

Somebody should do something

It’s my fault, guilt

It’s their fault

This has nothing to do with me

Learn & Grow / Empowerment

Protect & Defend – Be Right


Fixes that Fail

Hurry Up Shortcuts

New Problems

B

R

S

S

S O


How Clearly Do You See?



Fight, Flight or Freeze


What Happens to Me at Work?

Workers'

Compensation

Four Hour

Emotional

Hangover

- Dr. Izzy Justice, Emotional

Quotient


Your Body Reacts: It’s Chemical

Ironically, the

workplace has

become one of

the most

inefficient places

to work.


There is always tension to return to the ‘cow paths’.

Influencing Skills

Avoid Pain Improve

• Intention to

protect and

defend

• Quick fix, small

initial gain

• Avoid

conversations

• May drive losing

relationship

• Intention to

learn and grow

• Initially difficult

to break habits

(hard coded)

• Long term

benefit

• Grows

relationships

through trust

How do you approach

life?


Anxiety As a Signal

Your anxiety is actually a signal telling you to slow

down and assess the situation:

Lack of… Action

SKILL Training

PREPARATION Practice

SUPPORT Build Support

EXPERIENCE Go For IT!


Self-Awareness: Six Disruptive Emotions

Disruptive Emotion Your Experience Your Negative Reaction

Anger / Defensiveness

Anxiety / Fear

Guilt / Shame

Feeling “Down”

Insecurity

Embarrassment

Emotions are a CALL to ACTION:


“Speak politely to an enraged dragon.”

― J.R.R. Tolkien

http://www.goodreads.com/author/show/656983.J_R_R_Tolkien

Get off the Cow Path

1. Notice.

2. Stop. Take a deep breath and step off the path.

3. From your new place, process what you are

experiencing:

1. Name the emotion (breath).

2. Acknowledge your thoughts (breath).

4. Shift. Ask yourself some new questions:

What would help? How could this get better?

What do I want things to be like? (keep

breathing)

5. Listen to your mind give you a few responses.

Choose the one you want to act on. Keep it

simple.

6. DO IT NOW!

7. Repeat as necessary.


Defining Emotional Intelligence

EQ

Cognition

Behavior

Competency Decision Making (Superior Performance)

360

Assessments

Performance

Reviews

DISC

Motivators

Multiple

Intelligence

Memory

An team or individual with

mediocre IQ but high EQ

will outperform a team with

the highest IQ and low

EQ.


Page 23

Self-Awareness – recognizing your feelings and

behaviors

Self-Regulation – managing your feelings and

behaviors appropriately and staying motivated in spite

of setbacks and obstacles

Motivation – the desire to improve

Empathy – understanding what others feel

Social Skills – building rapport and collaborating with

others

Composed of the Capacity for… IN

TR

AP

ER

SO

NA

L

INT

ER

PE

RS

ON

AL


The Behavioral Intelligence EQ Assessment

Profile Pages 28-29


Self and Team Clarity

Who am I?

What are my priorities / values?

What are my strengths / blind spots?

What is my plan?


Your Behavioral Strengths: DISC

D

I S

C Urgent

Pioneering

Innovative

Driven

Likes challenge

Demanding

Quick to anger

Careful

Objective, clear

High standards

Good analyst

Detailed

Picky

Aloof

Fearful

Optimistic

Motivator

Team Player

Problem solver

Emotionally needy

Inattentive

Trusting

Poor with

details

Steady and sincere

Patient

Empathetic

Logical

Service-oriented

Apathetic under stress

Passive

Resists change


Style Analysis Graphs

Your

“perfect”

place

How

you

adapt

100

90

80

70

60

50

40

30

20

10

0

100

90

80

70

60

50

40

30

20

10

0

D I S C D I S C

Adapted Natural

Page 27 Page 27 © Russell Martin & Associates www.russellmartin.com

Page 28

Interacting with Other Styles


Choose to

adapt

temporarily

rather than

permanently

pretend to be

what you are

not

Teams


Page 30

Seeks Truth/

Knowledge

Problem solving

Impractical

Watches “Discovery

Channel”, PBS

Make Money

Practical

Future oriented, savings

Workaholic

Never enough

Achieve inner vision

Self-fulfillment

Humor or sarcasm

Impractical

Inner feelings not logic

Seeks to win

Control, power

End justifies means

Breaks rules

Can appear to feel

superior to others

Search for value of life

Champion of beliefs

Rigid

Order, unity

Always right

Help others

Empathy

Generous

Self-sacrifice

Can’t say “no”

Stop hate and conflict

Workplace Motivators


0

10

20

30

40

50

60

70

80

Motivators Graph

The Uti Aes Soc Ind Tra

60 30 50 48 27 37

Averages

Top 2

Low 2

Situational 2


The primary task of all

effective leadership in

organizations is to figure out

ways to drive other people’s

emotions in a positive

direction.


33

A miracle will occur tonight while you sleep and when you wake, you will have the

PERFECT LIFE. What does it look like?

EQ Behaviors / Motivators Behaviors / Motivators

A Model for High Performance

High Performing

Team

Trust / Alignment

Accountability (self / others)

Strengths and Challenges

Processes, Roles, Measures


SELF TEAM



The Paradox of Movement (a variation on Aristotle’s work)

As workload increases…

X X

X


Super

L&D

Leader

How Can I Get More HELP?

At www.russellmartin.com:

•Purchase the Infoline at www.astd.org

•Visit our RMA Virtual Playground

•Purchase EQ assessment, EQ course (in-

a-box), books, webinars

•Get our LEARNING FLASH e-zine for

more tips and tools

•Find out about public webinars and

workshops

•Buy fun stuff in the store


http://www.russellmartin.com/

http://www.astd.org/

Education

Stress is Heavy; Lighten Up