leadership stress
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Leadership Stress: An In-depth Look at How Stress Can
Impact Leaders and Organizations
Sherry Perkins VP Enterprise Solutions
Services
June 27, 2012
Who We Are – Employee assessment specialists
Profiles International: A High-level Overview
• Founded in 1991 •World Leaders in Assessment Solutions • Delivered more than 45M assessments to •40,000 organizations across •Numerous Industry Sectors in •122 Countries and in •33 languages
www.profilesinternational.com
Introducing Profiles International | 2
Introducing Profiles International
Profiles International Founders Jim Sirbasku, CEO, and Bud Haney, President
Your Facilitator
Scheherazade Perkins, M.A. Organizational Development
V.P. Enterprise Solutions Services
30 Years Experience Technology/Management/HR
Business Owner Chair Waco WIB Alliance
SCORE Counselor UOP Management Instructor
sherry.perkins@profilesmail.com 254-399-5517
About the Author
• David Creelman • Author of “Leadership as an HR Risk” (HR.Com
Research Paper) • Management Consultant (International
Experience) • MBA from the University of Western Ontario • B.S. Chemistry/Bio Chemistry from McMaster
Audience This webinar is designed for business owners, executives, strategic managers and business professionals who want to understand more about the impact of stress in the life of a leader and the role of the organization in the managing stress levels for its leaders. Learning Objectives: • Describe stress levels in terms of its positive and negative impact on
leader performance and effectiveness. • Evaluate stress levels among leaders within their organizations in terms
of predictive stress indicators. • Set in place actions to anticipate and proactively eliminate the effect of
destructive stress levels among leaders within their organizations.
Learning Objectives
Let’s Take a Pulse.
• On average, how much stress do you experience in a typical
work week? – About right – A little more than reasonable – Entirely too much
How about another pulse check.
• Any body else in your situation would probably have. . .
– Resigned – Resorted to Heavy Medication – Refused to Play
Why Do People Live With Unreasonable Stress?
• They don’t think they have any other options.
• They enjoy living dangerously.
• They don’t recognize the danger/downside of stress.
Reality of Stress and Leadership
• Natural – A Part of Life as a Leader (Entry Fee to the Club).
• Can Be Costly. • It’s predictable, measureable, manageable
and frequently avoidable.
Creelman ( May, 2012)
Gallup Five Essential Elements of Wellbeing
• Career Well-being (your time) • Social Well-being (your relationships) • Financial Well-being ( your economic life) • Physical Well-being ( your health) • Community Well-being ( your
engagement in the community)
Gallup Interview with Rath and Harter (May, 2012)
Gallup Poll Results
• Higher Well-being = 41% lower health-related costs • 60-year olds with higher well-being =
30-year olds with lower well-being • Higher well-being = 35% lower
turnover rate
Gallup Interview with Rath and Harter (May, 2012)
Annual Health-Related Cost To Employer
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
Suffering Struggling Thriving
62%
41%
$11,709
$7,388
$4,395
Gallup Interview with Rath and Harter (May, 2012)
1. Loss of senior talent due to burn-out
2. Deteriorating Engagement in the department
3. Bad decision making
Risks of Stress and Leadership
David Creelman, 2012. www.hr.com
“…we looked at fifty global companies over a year, correlating employee engagement levels with financial results...
“The companies with high employee engagement had a 19% increase in
operating income and 28% growth in earnings per share.
Conversely, companies with low levels of engagement
saw operating income drop more than 32% and earnings per share decline 11%.”
Source: Towers Perrin ‘Global Workforce Study’ (surveyed nearly 90,000 employees in 18 countries)
Engagement = Productivity & Profitability
Enhancing Your Leadership Charisma: A Step-by-Step Guide |
Enhancing Your Leadership Charisma: A Step-by-Step Guide
…a 51% Gap in Operating Income! …a 39% Gap in Earnings per Share!
Source: Towers Perrin ‘Global Workforce Study’)) (surveyed nearly 90,000 employees in 18 countries.
…which equates to:
Engagement = Productivity & Profitability
…between high and low engagement organizations
Enhancing Your Leadership Charisma: A Step-by-Step Guide
Enhancing Your Leadership Charisma: A Step-by-Step Guide |
Stress Model
http://www.mindtools.com/stress/UnderstandStress/StressPerformance.htm
Study Finds Boredom can Actually Kill You
Rajshri on February 09, 2010
Researchers from University College London interviewed more than 7,500 people aged between 35 to 55 years in a three year period from 1985 to 1988. Last year, the researchers followed up on the study and
found that almost 40 percent of those who admitted to feeling great deal of boredom had died.
Read more: Study Finds Boredom can Actually Kill You | MedIndia http://www.medindia.net
/news/Study-Finds-Boredom-can-Actually-Kill-You-64822-1.htm#ixzz1yAgySr00
1. Loss of senior talent due to burn-out
2. Deteriorating Engagement in the department
3. Bad decision making
David Creelman, 2012. www.hr.com
Risks of Stress and Leadership
Decision-making Is Difficult to Isolate
• Poorly thought-out
• Irrational (based on erroneous information)
• Erratic (unpredictable)
• Slow (Analysis paralysis)
• Half-baked, short-sighted
• Lack integrity, unethical
• Lack compassion, people-sensitivity
• Non-existent (no decision is a decision)
Reality of Stress and Leadership
• Natural – A Part of Life as a Leader (Entry Fee to the Club).
• Can Be Costly. • It’s predictable, measureable, manageable
and frequently avoidable.
Creelman ( May, 2012)
1. Loss of Senior Talent Due to Burn-out – Pre-mature Attrition – Health Care Costs – Decision-Making Impaired
2. Deteriorating Engagement in the Department – Lower Performance, Productivity and
Profitability 3. Stress Levels Must Be Balanced
David Creelman, 2012. www.hr.com
Key Points
Assessing Risk (How Much is Too Much?)
http://www.depression-anxiety-stress-test.org/take-the-test.html
Assessing Risk (How Much is Too Much?)
http://www.depression-anxiety-stress-test.org/take-the-test.html
Risk Mitigation
Programs • Stress Management Training
• “Ten Minute Fitness”
• Good habits
– Take a break
– Exercise
– Think before Accepting Work
– Create Predictable Time Off
Emergency Response • Employee Assistance
Programs
• Coaches
• Group Interventions/Focus Groups
Risk Mitigation
Self The Job
Boss The Environment
Clearly defined Expectations understood Expectations reasonable Work pace Predictable Supervision provided Penalty for error?
Risk Mitigation
Self The Job
Boss The Environment
How do you learn? How do you work? What do you enjoy? What motivates you? What frustrates you? What is your greatest fear? Are your talents being fully utilized?
Risk Mitigation
Self The Job
Boss The Environment
What is the boss’ leadership style? How effective is the communication between you? How comfortable are you in being candid with the boss? How candid is the boss with you?
Risk Mitigation
Self The Job
Boss The Environment
Work stability Silos and clicks? Informal pecking order? Innovation encouraged?
Risk Mitigation
Self The Job
Boss The Environment
How do you learn? How do you work? What do you enjoy? What motivates you? Are your talents being fully utilized?
Clearly defined Expectations understood Expectations reasonable Work pace Predictable Supervision provided Penalty for error?
Leadership style Leadership communication Candor / Trust
Work stability Silos and clicks? Informal pecking order? Innovation encouraged?
FIT
The Real You
What I can expect
from the employee.
What the employee will need from me.
The Real You
What I can expect
from the employee.
What the employee will need from me.
FIT
Using Assessments to Predict Behavior PPI Report
PTA Report
What Can Assessments Tell Us About People?
What I can expect from
them?
What will theyneed from us?
PPI Individual Graph
Stages of Concern Model
Awareness
Informational
Personal
Management
Consequences
Collaboration or Implementation
Improve or Choose Better Solution
Scale 4(C ) Scale 3 (S) Scale 2 (I ) Scale 1 (D)
Concerns Based Adoption Model (CBAM), Hall and Rutherford (1979) Retrieved from http://www.techlearning.com/article/42264
Sample Team Analysis
D I S C D I S C D I S C
Numbers represent members of the team. The team represents the team leader. The 3 represents a new team member.
Reality of Stress and Leadership
• Natural – A Part of Life as a Leader (Entry Fee to the Club).
• Can Be Costly. • It’s predictable, measureable, manageable
and frequently avoidable.
Creelman ( May, 2012)
1. Stress Levels Can Be Measured. 2. Stress Levels Can Be Managed. – Assessments – FIT
3. Stress Levels Can Be Avoided. – Predictive Models – Individual and Team Analysis
David Creelman, 2012. www.hr.com
Key Points
Audience This webinar is designed for business owners, executives, strategic managers and business professionals who want to understand more about the impact of stress in the life of a leader and the role of the organization in the managing stress levels for its leaders. Learning Objectives: • Describe stress levels in terms of its positive and negative impact on
leader performance and effectiveness. • Evaluate stress levels among leaders within their organizations in terms
of predictive stress indicators. • Set in place actions to anticipate and proactively eliminate the effect of
destructive stress levels among leaders within their organizations.
Learning Objectives
What’s Next?
• Survey your organization to determine the level of engagement of your workforce?
• Examine your team for pockets of imbalance and high stress levels?
• Assess one of your leader’s to determine the sources of stress and measures needed to counteract.
Who Wants a Free Leader Assessment?
Yes / No
Questions ?
Contact Us
Profiles Assessment Asia (Pte.) Limited An Authorized Strategic Business Partner of Profiles International
14 , Robinson Road, #08-01A, Far East Finance,Singapore 048545Email: info@profiles.com.sg Telephone: 65717031Fax: 63334636
Website: http://www.profiles.com.sg
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