manager's stress and the stress management thereof: an evidence based approach with dr. joel...
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Manager’s Stress Management and the Management Thereof
tools for improving organizational health
Evidence-Based PerspectivesDr. Joel B. Bennett (OWLS)
learn@organizationalwellness.com 817.921.4260
Q & AAsk Questions
anytime!Tweet #HPLIVE
#WEINWELLNESS
CHAT (GOTO WEBINAR CHAT)
OWLS backgroundOrganizational Wellness & Learning Systems
1985: 1st worksite stress management program 1994: begin research on work climate as predictor of
behavioral health risk (Texas Christian University) 2000: clinical trials on Team Awareness to address risk 2002: Team Awareness designated “model” program 2002-2012: 20,000 workers reached with programs 2004-2012: OWLS receives est. 3.5 million to develop
more evidence based-programs Clients: military, corporate, non-profit, municipalities,
native American/tribal, international, small business Patents Pending Dr. Bennett (CEO) receives service leadership award from
National Wellness Institute (2008)
www.organizationalwellness.com
Missed Opportunity(OWLS shortlist)
1. Managers have a unique set of stressors that place them at health risk
2. Managers are key to leveraging health and wellness programs for maximizing ROI and impact on organizational health
3. Businesses invest SIGNIFICANTLY more dollars in leadership development than wellness (this may be changing with reform)
4. Managers are “signposts” of culture and so wellness culture initiatives must pay attention
5. How employees feel treated by their bosses is one of the single best worksite predictors of employee well-being
6. Manager self-care has a “ripple effect” in the social network7. Organizational citizenship , civic virtue, and ethical health are
almost complete blind spots that can be approached with wellness
8. Current wellness designs may only need tweaking to bring their gifts to managers
Outline• Introduction & Objectives• Basics: Three Foundational Ideas• Five Approaches to Managing Manager/Leader
Stress• Upcoming OWLS Training Opportunities
Use SystemicPrograms
Use PeerCognition
Leverage StressAs Leadership
SupportChampions
LiveWell &LeadWell
1 2 3 4 5
INTRODUCTION
Objectives
Participants will • identify research that supports effective
stress management• identify resources they can use to assist
managers with reducing stress• distinguish from different approaches
and their relevance to organizational health
Source: Watson Wyatt/National Business Group on Health 2007/2008 Staying@Work report
LINKED:HR DISCUSSION
Three types of responses• Learn techniques for personal stress• Change the environment• Both (minority of responses; from non-
US)
Our “individuo-centric” culture is the problem
(it’s a personal issue so “deal with it”)
SORRY!THERE IS NOT AN “APP” for
this!
A broader approach is needed
“BRING IT!”
THREE BUILDING BLOCKS
• Think! What are your beliefs about stress?• Ban the term “stress” from your vocabulary• Consider “maturing” your approach
A broader approach is needed
Growth
Classical – Mechanical Model (Reactive; Emphasis on Stressor as THE Cause)
Potentiation (Context Proactive; Primacy on Growth as THE Aspiration)
Challenge &Opportunity
• Psychological Capital1• Self-leadership2
• Self-determination3
• Hardiness4
• Efficacy5
• Flourishing & Thriving6
• Collective Efficacy7
• Team Resilience [1]
Stressor StrainMediating
Factors
Personal WorkplaceProtect Exacerbate
* [1] Robyn D. Petree, Kirk M. Broome, Joel B. Bennett , (2012) Exploring and Reducing Stress in Young Restaurant Workers: Results of a Randomized Field Trial. American Journal of Health Promotion: March/April 2012, Vol. 26, No. 4, pp. 217-224.
1-Luthans 2-Manz, Neck3-Ryan, Deci, Gagne4-Maddi, Kobasa 5-Bandura6-Spreitzer; Keyes 7-Bandura
ResourceMobilization
Key Idea # 1
THINK! How we think about and approach stress (our intentions, definitions) is KEY. Do we want to• manage ?• embrace ? or• leverage ? or• thrive/growfrom stress
We cannot solve our problems with the same thinking we used when we created them -- Albert Einstein
Stressor Types Nature of StressorStressor Examples Occasio
nalIncidenta
lCritica
lChronic
Intra-psychic
relapse, life-stage, uncovering, burn-out
Life-event(situation)
family, accident, loss, relationship change
Job role ambiguity, overload, conflict
Job design effort-reward imbalance, monotony, isolation
Toxic climate
harassment, bullying, injustice
Economic insecurity, layoffs, salary cuts
© 2011; Organizational Wellness & Learning Systems; use with permission
Not all Stressors are the Same
Stressor Assessment Gridcontrollability: 0-high|1-medium|2-low ||| resource access/agility: 0-high|
1-medium|2-low
PERSONAL
ENVIRONMENTAL
Key Idea # 2Ban the vague term “stress” from your vocabulary! We each have a tremendous opportunity to be more articulate and precise in how we identify stressors
To know the true name of a thing in the Old Speech is to have power over it -- Ursula Le Guin
© 2011; Organizational Wellness & Learning Systems; use with permission
+
Individual-Personal
Work-Environment
Integrative
Systemic
Meta - genic
Strategies for intrapersonal strength:
relaxation, imagery, cognitive behavioral, biofeed, mindfulness,
ACT, NLP, self-help
Workplace Resources & Supports:
job redesign, enviro-ergo design, healthy leadership, protections,
promotions
Synthesis of individual < >workpositive communication, manager-employee participation, production
flow
All Quadrant (‘I’ ‘It’ ‘We’ ‘Its’)continued adaptation: empower personal experience, data, group-
work, behavior
Potentiation & Thrivingcontinuous growth: personal experience, data, group-work,
behavior + community
dialecticalthinking
(either/or)
employer responsible
employee responsible
bothresponsible
emergent“WE”
TheGreaterGood
Perspect ive Strateg ic Focus Accountability
Different Perspectives for Managing Workplace/Employee Stress
Key Idea # 3
Elevate your program to a level where you can integrate approaches, and foster increasing and proactive responsibility for thriving
Maturity is the ability to host & honour ambiguity & contradiction in multiple layers of roles, beliefs & identities in oneself & others. -- Leonard Carr
Five Approaches for Improving
Organizational Wellness by Helping
Managers and Leaders with their
Stress
FIVE APPROACHESSystemic interventions are more effective
think before you buyPeer-to-Peer Cognition
don't go it alone and we really are not alone
Leverage Stress for "Good"it's not all bad when you have the
good in mindSupport Champions and Ambassadors
you can delegate stress; just don't dump it
LiveWell, LeadWell an "inside-out" job when you value
what you do
FIVE APPROACHES; APPROACH #
systemic interventions are more effective
think before you buy
1
Systemic/Strategic Approaches
Suggestion Box
Provide individuals coping skills
through cognitive-behavior education*
Create methods for positive
communication over-time
Enhance the work environment and
production flow
The most effective way to reduce
stress is to work on the entire
“system” of the organization.
Incorporate strategies that use
each of these three levels and
tie them together.
Lamontagne, A. D., Keegel, T., Louie, A. M., Ostry, A., & Lansbergis, P. A. (2007). A Systematic review of the job-stress intervention evaluation literature, 1990–2005. International Journal of Occupational and Environmental Health, 13, 268–820.
*may be sufficient by itself (do not always use with other levels)
Effective Elements(2008 reviews)
Parks, K. M., & Steelman, L. A. (2008). Organizational wellness programs: A meta-analysis. Journal of Occupational Health Psychology, 13, 58–68.Richardson, K. M., & Rothstein, H. R. (2008). Effects of occupational stress management intervention programs: A meta-analysis. Journal of Occupational Health Psychology,13, 69–93.
LaMontagne et al:30 different interventions
Parks & Steelman:15 different studies
Richardson & Rothstein:36 experimental studies, representing 55 interventions
Parks & Steelman conclusions
1. Programs that increase the employee’s (manager’s) job-related skills may be an effective way to reduce employee stress
2. Cognitive–behavioral programs should not generally be combined with other treatments
3. Relaxation and meditation can be used as part of a larger set of treatment components
4. Shorter programs may be sufficientParks, K. M., & Steelman, L. A. (2008). Organizational wellness programs: A meta-analysis. Journal of Occupational Health Psychology, 13, 58–68.Richardson, K. M., & Rothstein, H. R. (2008). Effects of occupational stress management intervention programs: A meta-analysis. Journal of Occupational Health Psychology,13, 69–93.
APPROACH #
Peer-to-Peer Cognition don't go it alone and we really are not alone
2
Why?• Many managers take for
granted or assume a common understanding of interaction processes relating to everyday work
• There are often implicit social norms regarding acceptable conduct and the resulting consequences of good or bad behavior
• Failing to surface these assumptions and being “closed” around accountability is a major source of stress for managers
o Sharing insights and tipso Perspective takingo Group problem solvingo Reduced cognitive loado Shared emotional intelligenceo Policy knowledgeo New “synthesized” knowledgeo Sense of Support
What is Peer-to-Peer Cognition?
2-stage cognitive mapping1
METHODPART 1: Group process (get managers together)• Ask: “When confronted with a problem worker
that is causing stress, what factors lead you to: (A) Respond or (B) Tolerate?”
• Record responses/flip-chart• Create a MapPART 2: Feedback and Discuss
RESULTS• We have created dozens of maps• Results in greater responsiveness to problems; more
willingness to get help (not go it alone)-to use EAP[1] Bennett, J.B., & Lehman, W.E.K., (2002) Supervisor tolerance-responsiveness to substance abuse and workplace prevention training: Use of a cognitive mapping tool. Health Education Research, 17 (1), 27-42.
Sample Map (Service Managers)
APPROACH #
Leverage Stress for "Good"it's not all bad when you have the good in
mind
3
Stress,
Health and
Wellbeing in
Practice:Workplace
Leadership and
Leveraging Stress
for Positive
Outcomes
James Campbell
Quick
Joel B. Bennett
M. Blake Hargrove
Forthcoming in
P. Chen and C.L. Cooper (Eds.), Wellbeing in the Workplace: From Stress to Happiness. Oxford and New York: Wiley-Blackwell.
Book Chapter
Research behind Chapter• Meta-analysis of hindrance and challenge
stressors: challenge stressors are positively associated with job satisfaction and commitment and negatively related to dysfunctional outcomes such as intention to turnover and withdrawal behavior [1]
• Case studies of executives who have been strengthened through stress yielded five core qualities [2]
• Related research supporting each of the five[1] Podsakoff, N. P., LePine, J. A., & LePine, M. A. (2007). Differential challenge stressor-hindrance stressor relationships with job attitudes, turnover intentions, turnover, and withdrawal behavior: A meta-analysis. Journal of Applied Psychology , 92 (2), 438-454.[2] e.g., Goolsby, J.L., Mack, D.A., & Quick, J.C. (2010). Winning by staying in bounds: Good outcomes from positive ethics. Organizational Dynamics, 39, 248-257.; Quick, J.C., Nelson, D.L., & Quick, J.D. (1987). Successful executives: How independent? Academy of Management Executive, 1, 139-145.
Five Pathways for Leveraging Stress for the
Greater Good and Common Well-Being
Strength of Character
CORE QUALITIESVirtue-based qualities and a set of ethics that lead an individual to remain strong in the face of stressors (integrity, love, trust, forgiveness, wisdom, cooperativeness).
CHALLENGE ORIENTATIONAn attitude toward stress as an
opportunity for growth, something that can be embraced, build character, and
used to help the organization.
© 2011; Organizational Wellness & Learning Systems; James Campbell Quick; Jonathan D. Quick; use with permission
Self-Awareness
CORE QUALITIESA proactive willingness to self-reflect, stay mindful of one's actions and impact on others, and subsequently regulate one's behavior
CHALLENGE ORIENTATIONUse of evaluation processes in order
to surface and address issues; includes a willingness to embrace
rather than avoid conflict
© 2011; Organizational Wellness & Learning Systems; James Campbell Quick; Jonathan D. Quick; use with permission
SocializedPowerMotivation
CORE QUALITIESAn altruistic motive to positive influence over-rides a more egoistic, positional desire to dominate, especially in decision-making contexts; a desire to channel power for constructive social ends
CHALLENGE ORIENTATIONA mindful orientation to how stressful
stimuli may impact workers and an empathic response to leverage
stressors for the greater good
© 2011; Organizational Wellness & Learning Systems; James Campbell Quick; Jonathan D. Quick; use with permission
CORE QUALITIESSecure sense of self and one's ability to utilize either internal stress management or reliance on others; a capacity for interdependence RATHER than overly independent or dependent
CHALLENGE ORIENTATIONA climate of self-sufficiency and
help-seeking and help-giving, stressors are viewed as
opportunities to build strength in the interpersonal sphere at work
RequisiteSelfReliance
© 2011; Organizational Wellness & Learning Systems; James Campbell Quick; Jonathan D. Quick; use with permission
CORE QUALITIESPresence of sufficient levels of social support and access to diverse social networks that enhances the quality of work life and buffers the negative effects of stress on health.
CHALLENGE ORIENTATIONA tendency to frame adverse events, crises, or stressors as
factors that can be "taken on" by the workplace community,
Diverse Professional Support
© 2011; Organizational Wellness & Learning Systems; James Campbell Quick; Jonathan D. Quick; use with permission
APPROACH #
Support Champions and Ambassadors you can delegate stress; just don't dump it
4
Champions are your scouts and tacticians!
Best practice reviews of worksite wellness programs all point to the presence of champions, ambassadors, sparkplugs, advocates who work internally (and sometimes informally) in peer-to-peer encouragement and vitalization of the effort
Goetzel, R.Z., Shechter, D., Ozminkowski, R.J., Marmet, P.F., Tabrizi, M.J. (2007). Promising practices in employer health and productivity management efforts: findings from a benchmarking study. Journal of Occupational Environmental Medicine, 49:111–30.National Institute for Occupational Safety and Health (NIOSH) (2008). Essential elements of effective workplace programs and policies for improving worker health and wellbeing. Worklife: A National Institute for Occupational Safety and Health Initiative, Yancey AK. The Meta-Volition Model: Organizational leadership is the key in getting society moving, literally! Prev Med. 2009 Oct;49(4):342-51
Who are they? Passion for well-being Insight into social network Institutional memory A hub (not central) in that network A willingness to learn Capacity for systemic knowledge Embrace individual + workplace
Washington Post (January 10, 2012) Interview with Tony Yancey:Who is a sparkplug? Someone who can assist in planning and encourage different segments of the office to join in. The best kind of person to recruit? Someone slightly older and not particularly athletic with a lot of institutional memory. If that person is willing, other people will be willing.
http://www.toniyancey.com/ITM_WP_011012.html
Team Awareness training has been proven to give work peers the skills to NUDGE a culture of wellness (see NREPP)*
WELCOA Interview with Judd Allen“Peer support involves employees helping each other achieve wellness. Peer support mechanism is a very powerful influence on behavior. Most people have a limited skill set and need training to more effectively help each other..”
What do they do? Use decision-support tools in order to: Assist in (e.g., design, implement) phases of wellness programs Serve on wellness committees and/or liaison with providers Work in their sphere of influence (with manager support) Encourage healthy behaviors and help-seeking (NUDGE) Work to insure that there are no “silos” Help everyone to have fun!
*Sample research: Robyn D. Petree, Kirk M. Broome, Joel B. Bennett , (2012) Exploring and Reducing Stress in Young Restaurant Workers: Results of a Randomized Field Trial. American Journal of Health Promotion: March/April 2012, Vol. 26, No. 4, pp. 217-224.
May serve as a positive buffer They facilitate the key elements
of systemic approaches (communication, awareness of role stressors, problem solving)
They can help clarify peer-to-peer cognitions that are undermining accountability issues
They help to energize and engage employees
They promote the diverse professional supports and requisite self-reliance helpful to leverage challenge stress
How do they help manager stress?
BE VERY KIND TO THEM!
APPROACH #
LiveWell, LeadWell an "inside-out" job when you value what
you do
5
Many executives will suffer a cardio-vascular event that is
influenced by job stress
http://www.apex.gc.ca/en/publications/archives.aspx#Healthhttp://www.ncbi.nlm.nih.gov/pmc/articles/PMC2602855/
How managers treat workers has a significant impact on worker health, stress, and well-being
Managers: The Wellness Market Gap
1. Many studies show supervisors have significant, major, long-term effectson worker health/productivity
2. They carry own unique health risks3. They role model health4. They make decisions about key
stressors5. Without their support, Wellness ROI
Invest in leadership development and self
care at the same time
Clinical Trial1
• Web-based preventive-intervention with coaching support
• Managers from 7 companies/industries• RESULTS
– Reductions in stress– Enhanced diet and exercise– Reductions in waist circumference
(female)– Some improvements in leadership (in
preparation)[1] Bennett, JB, Broome, K, Gilmore, P, and Pilley, A. (2011). A Web-Based Approach to Address Cardiovascular Risks in Managers: Results of a Randomized Trial. Journal of Occupational & Environmental Medicine, 53(8), 911-918.http://journals.lww.com/joem/Abstract/2011/08000/A_Web_Based_Approach_to_Address_Cardiovascular.13.aspx
Review || which of these…?• Is Easiest to implement• Gets you thinking/innovating• Fits most with your current culture• Most likely to have an impact
Use SystemicPrograms
Use PeerCognition
Leverage StressAs Leadership
SupportChampions
LiveWell &LeadWell
1 2 3 4 5
Upcoming Conferences
Use SystemicPrograms
SupportChampions
1 4
Team Resilience: Evidence for Social Diffusion of Stress Reduction at Work (RESEARCH REPORT)Thursday, April 12
Full Spectrum Coaching(with Dr. Michael Arloski)(PRECONFERENCE WORKSHOP)Wednesday, April 25
Training Opportunities1. INFORMATIONAL WEBINAR-MARCH 28 (12 CST):
OWLS WELLNESS Champion Development tool
• 10 entry-level and 10 advanced-level CECH (CEU)• self-paced with orientation and case study• start date this May (TBD)
SupportChampions
IntelliPrev: Prevention Coach Training
WEBINAR SIGN UP HERE!https://www1.gotomeeting.com/register/332102776
Contact us at learn@organizationalwellness.com
Training Opportunities
2. INFORMATIONAL WEBINAR-MARCH 29: OWLS LiveWell/LeadWell program
• For healthy leadership• How to sign-up as a single user• How to sign-up as a company• How to use as a coach!
ExecuPrev: Manager Health
WEBINAR SIGN UP HERE!
LiveWell &
LeadWell
https://www1.gotomeeting.com/register/671822176
Contact us at learn@organizationalwellness.com
• Dr. Joel B. Bennett• Organizational Wellness & Learning
Systems• 3221 Collinsworth | Suite 220• Fort Worth, TX, 76107• owls@organizationalwellness.com• @weinwellness (tweet us); @prevchat
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