how to recession proof your workforce handouts affecting organizational ... only 20% said they have...

How to Recession Proof Your Workforce: Facilitating Individual and Organizational Resilience

With David Lee

About the Presenter: David Lee has worked with organizations and presented at

conferences throughout North America and overseas. He is the author of Managing

Employee Stress and Safety, as well as over 50 articles on maximizing organizational and

individual performance that have been published in trade journals and books in North

America, Europe, Asia, India, and Australia. He has held positions as a clinician and

trainer in the healthcare field and as a supervisor and trainer in the corporate world.

In addition to his own research and work with organizations, David Lee’s work draws

from a wide range of disciplines, evolutionary biology, peak performance technology,

anthropology, accelerated learning, trauma psychology, and neuroscience. The unifying

theme of his work is this: Understanding human nature in the workplace is like having

a “green thumb” when it comes to employee motivation, morale, and performance.

When you know what “growing conditions’ need to be present to optimize human

performance, you’ll have a high performing, resilient, inspired workforce.

David Lee

HumanNature@Work

P.O. Box 430

Bar Mills, ME 04004

207-929-3344

HumanNatureAtWork.com

How to Recession Proof Your Workforce with David Lee

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With David LeeWith David Lee

HumanNature@WorkHumanNature@Work

How to Recession Proof Your Workforce:How to Recession Proof Your Workforce:Facilitating Individual and Organizational Facilitating Individual and Organizational

ResilienceResilience

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HumanNatureAtWork.comHumanNatureAtWork.com

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AgendaAgenda

1.1. What is resilience.What is resilience.

2.2. Why itWhy it’’s critical to organizational s critical to organizational

success.success.

3.3. The impact of emotionsThe impact of emotions……

4.4. How to create positive Emotional How to create positive Emotional

Contagion.Contagion.

5.5. The drivers of organizational resilience.The drivers of organizational resilience.

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What Is Resilience?What Is Resilience?

““Not Sweat The Small Stuff.Not Sweat The Small Stuff.””

““Be At Your Best When ItBe At Your Best When It’’s Big Stuff.s Big Stuff.””

““Go With The Flow.Go With The Flow.””

““Bounce BackBounce Back--abilityability””

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Organizational Resilience: Having Organizational Resilience: Having

a Workforce That Is:a Workforce That Is:

AdaptableAdaptable

““Can DoCan Do””

““How can I help?How can I help?”” vs. vs. ““How will I survive?How will I survive?””

Upbeat; SpiritedUpbeat; Spirited

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Slide 8 A Resilient Workforce Is A Resilient Workforce Is

HeroicHeroic

The The ““Warrior SpiritWarrior Spirit””

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As you think about your As you think about your

employeesemployees……

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The QuestionThe Question……

Fear.Fear.

Negativity.Negativity.

Helplessness.Helplessness.

Scarcity Mentality.Scarcity Mentality.

Survival Mentality.Survival Mentality.

Miserliness.Miserliness.

Pettiness.Pettiness.

Courage.Courage.

Hope.Hope.

Determination.Determination.

Focused on Mission.Focused on Mission.

Possibility Mentality.Possibility Mentality.

Altruism.Altruism.

Generosity.Generosity.

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Employee Emotions & Competing in Employee Emotions & Competing in

TodayToday’’s Economys Economy

1.1. BrandBrand--Building Customer ExperiencesBuilding Customer Experiences

2.2. Organizational AgilityOrganizational Agility

3.3. Organizational Synergy Organizational Synergy

4.4. Innovation and Intellectual CapitalInnovation and Intellectual Capital

5.5. Talent Acquisition and RetentionTalent Acquisition and Retention

6.6. Productivity Per EmployeeProductivity Per Employee

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How to Cultivate a Resilient, How to Cultivate a Resilient,

““Recession ProofRecession Proof”” WorkforceWorkforce

Principles and PracticesPrinciples and Practices

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Key PrincipleKey Principle

We are creatures of context.

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Key Principle: Emotions AffectKey Principle: Emotions Affect……

PerceptionPerception

CreativityCreativity

Rationality and Analytical ThoughtRationality and Analytical Thought

Maturity, Benevolence, and EQMaturity, Benevolence, and EQ

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Positive Emotional ContagionPositive Emotional Contagion

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Energizer or DeEnergizer or De--Energizer?:Energizer?:The Bottom Line ImplicationsThe Bottom Line Implications

““A personA person’’s position as an energizer s position as an energizer

in the network was four times greater in the network was four times greater

a predictor of performance than any a predictor of performance than any

other factor measured.other factor measured.””

Sources: Sources:

UVA Top News DailyUVA Top News Daily, November 21, 2002. , November 21, 2002.

Rob Cross, Wayne Baker and Andrew Parker, Rob Cross, Wayne Baker and Andrew Parker, What Creates Energy What Creates Energy

in Organizations?in Organizations?, MIT Sloan Review, Summer 2003, Vol. 44, No. 4, , MIT Sloan Review, Summer 2003, Vol. 44, No. 4,

pp. 51pp. 51––5656

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Two Powerful Two Powerful ““Energizer BehaviorsEnergizer Behaviors”” of of

Resilient OrganizationsResilient Organizations

GoodwillGoodwill

GratitudeGratitude

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How to Create Positive Emotional How to Create Positive Emotional

ContagionContagion

Catch peopleCatch people……

DonDon’’t take peoplet take people……

Teach your peopleTeach your people……

CelebrateCelebrate……

Include gratitudeInclude gratitude……

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Factors Affecting Organizational Factors Affecting Organizational

ResilienceResilience

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Factors Affecting ResilienceFactors Affecting Resilience

Current Stress LoadCurrent Stress Load

ControlControl

Predictability and ClarityPredictability and Clarity

Meaning and PurposeMeaning and Purpose

SelfSelf--EfficacyEfficacy

RelationshipsRelationships

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Red tape.Red tape.

Inadequate resources.Inadequate resources.

Set up for failure.Set up for failure.

Concerns and requests ignored.Concerns and requests ignored.

Toxic behavior tolerated.Toxic behavior tolerated.

Being kept in the dark.Being kept in the dark.

OtherOther……

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What to DoWhat to Do

AskAsk

ActAct

NotifyNotify

Make it safe to speak honestlyMake it safe to speak honestly

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ControlControl

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Job AutonomyJob Autonomy

FlexibilityFlexibility

InputInput……

……especially regarding changes.especially regarding changes.

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Predictability and Clarity: Predictability and Clarity:

““Perceived ControlPerceived Control””

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ClarityClarity

Organizational goals and initiatives?Organizational goals and initiatives?

WhatWhat’’s happenings happening——now and next?now and next?

Team goals?Team goals?

Job expectations?Job expectations?

How their job contributes..?How their job contributes..?

How theyHow they’’re doing?re doing?

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Confusion ReignsConfusion Reigns……

Only 37% of employees have a clear understanding of Only 37% of employees have a clear understanding of

what their organization is trying to achieve and why. what their organization is trying to achieve and why.

Only 20% said they have a clear "line of sight" between Only 20% said they have a clear "line of sight" between

their tasks and their team's and organization's goals. their tasks and their team's and organization's goals.

Source: Harris InteractiveSource: Harris Interactive

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If they were on a football teamIf they were on a football team……

Only four of the 11 players on the field would Only four of the 11 players on the field would know which goal was theirs. know which goal was theirs.

Only two of the 11 would know what position Only two of the 11 would know what position they play and what they are supposed to do.they play and what they are supposed to do.

Source: Steven Covey, The 8Source: Steven Covey, The 8thth Habit Habit

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MaslowMaslow’’s Hierarchy of..s Hierarchy of..

……GrumblesGrumbles

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Are You Engaging Their Hearts?Are You Engaging Their Hearts?

The word The word ““couragecourage”” comes from comes from the French word the French word ““coeurcoeur”” which which means means ““heartheart”” or or ““from the heart.from the heart.””

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Mission, Meaning and PurposeMission, Meaning and Purpose

Do they get the chance to make a difference?Do they get the chance to make a difference?

Do they believe they are part of something Do they believe they are part of something great?great?

Do they see how what they do matters?Do they see how what they do matters?

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Share storiesShare stories……

Connect LP with BP.Connect LP with BP.

Rally around cause.Rally around cause.

Connect with voice of customer.Connect with voice of customer.

Involve in innovation, change, and Involve in innovation, change, and

improvements.improvements.

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Thrill of victory orThrill of victory or……??

Biochemistry of success vs. helplessness?Biochemistry of success vs. helplessness?

Dominant emotional state?Dominant emotional state?

Climate of helplessness or of efficacy?Climate of helplessness or of efficacy?

Winners or Losers?Winners or Losers?

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What to DoWhat to Do……

Effective Onboarding.Effective Onboarding.

Ask Ask ““Are we setting you upAre we setting you up……??””

Banish: Banish: ““Just deal with itJust deal with it…”…”

Make it easyMake it easy……

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What to DoWhat to Do……

Special projects.Special projects.

Small wins.Small wins.

Try, stretch, grow.Try, stretch, grow.

Celebrate.Celebrate.

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Supervisor.Supervisor.

Teammates.Teammates.

Other departments.Other departments.

Senior managementSenior management

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Leave the Leave the ““MeanMean”” out of out of ““Lean and MeanLean and Mean””..

Focus on relationship building.Focus on relationship building.

Invest in ManagementInvest in Management’’s EQ.s EQ.

Align rewards with people skills.Align rewards with people skills.

Hold people accountable.Hold people accountable.

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Factors Affecting ResilienceFactors Affecting Resilience


ControlControl

Predictability and ClarityPredictability and Clarity




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Now What?Now What?

Share this and related resources with Share this and related resources with

management team.management team.

Identify sources of stress.Identify sources of stress.

Help managers learn how to createHelp managers learn how to create……

Learn moreLearn more……

Make it safe for people to speak up.Make it safe for people to speak up.

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ResourcesResources

For these articles and 50 more:For these articles and 50 more:

““How to Recession Proof Your WorkforceHow to Recession Proof Your Workforce””

““8 Ways Managers Can Improve Morale8 Ways Managers Can Improve Morale””

Go to: HumanNatureAtWork.comGo to: HumanNatureAtWork.com

To receive:To receive:

““Unnecessary Sources of Stress ChecklistUnnecessary Sources of Stress Checklist””

““53 Questions That Can Transform Your Workforce53 Questions That Can Transform Your Workforce””

Email: Email: [email protected]@HumanNatureAtWork.com

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For These Articles And 50 More:

“How to Recession Proof Your Workforce”

“8 Ways Managers Can Improve Morale”

Go to: HumanNatureAtWork.com

To receive:

“Unnecessary Sources of Stress Checklist”

“53 Questions That Can Transform Your Workforce”

Email: [email protected]


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About David Lee David Lee provides consulting, training, and executive coaching services that help

organizations and their managers achieve the following results:

• Improve employee morale and productivity.

• Develop a Magnetic Employer Brand™ that leads to “employer of choice” status, cuts down on

recruiting costs and turnover, and leads to a better talent pool to draw upon.

• Reduce the time, energy, and financial cost of employee relations problems by identifying

organizational and managerial practices that prevent such problems from occurring, and helping

managers develop the facilitation skills to quickly and effectively resolve such issues.

• Help employees respond effectively to change, so their energy is spent contributing to – rather

than fighting – change initiatives.

• Create an environment and provide skills that enable sales and customer service professionals to

maximize customer loyalty.

Comments About David Lee’s Work:

“I was inspired by David's presentation. As onboarding new ladies and gentlemen at the Ritz-Carlton, Hotel

Company LLC is one of the cornerstones of our success, I cannot agree more with his statement that, ‘Everything you

do in onboarding matters’." - Diana Oreck, VP Global Learning &leadership Center, Ritz Carlton, MD

“I've now worked with over 150 presenters since you last were a part of MEBSR's Spring Conference, and still you

stand out as the best person we've ever had come and present on how we best work with one another, increase

productivity and thrive.” - Sanna McKim, Executive Director, Maine Businesses for Social Responsibility, ME

"Thank you for doing such an outstanding job keynoting our conference. As you could tell by the response,

participants loved both the content and the delivery of your presentation.” - Dr. Ian Gawler, Director, The Gawler

Foundation, Victoria, Australia

“David’s presentation style is unparalleled! The substantive and timely content of his subject materials is

immediately adaptable to the workplace making his seminars an invaluable aid to an employer seeking to be an

“Employer of Choice.” - Lynn M. Lombard, VP, MMG Insurance Company, ME

“I just wanted to thank you again for a magnificent presentation. I have been to many seminars, and this far

exceeded any past experience. I walked away feeling energized, enthusiastic and empowered. I can hardly wait to

apply the principles that we discussed today at work and beyond.” - Sybil L. Morin, Director of Administration,

LifeShare, Inc., NH

"David, not only did I find your presentation very clear on concepts and theories, but more importantly, your

program includes practical suggestions and multiple workshop handouts that participants can take back to their

workplaces to implement those concepts and theories in a practical way". - Don Steig, HRH of Northern New England,

ME

“I can honestly say that your sessions were highlights for me at the conference. Since then I have perused your

website and read many of the articles posted on there. Again, thank you and kudos to you for the great

presentation!” - Rob Huppée, Amica Mature Lifestyles Inc., British Columbia

"It was a sheer delight to sit back and listen, learn and laugh as David weaved his extensive knowledge of the

material with his abundant practical wisdom generously sprinkled with personal reflections, stories and his own

wholesome humor. David brings a rare blend of practical knowledge and genuine humanity to his presentations.

One cannot help but leave his sessions smarter, and a better human being, as he has a way of touching one's heart as

well as one's head." - Bill Gaertner, MD, WI


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Other Programs By David Lee

Being More Than Just a Boss: Coaching Skills for Supervisors

Constructive Conversations: How to Promote Honest, Open, Non-defensive

Communication

Constructive Feedback: How to Give It So They Want to Hear It… and Use It

The “Dream Employee” Program: Informal Leadership and Personal Effectiveness

Skills for Frontline Employees

How to Become a Super Supervisor

How to Create a Workforce of Champions: Secrets of the Best Managers and

Companies

How to Create a “Wow” Customer Experience: Skills for Front Line Service

Professionals

How to Attract, Retain, and Engage the New Generation of Workers

Now I Know Why They’re Acting That Way!: How to Understand and Work With

People Who Have Different Personality Styles

Stress Less to Unleash Your Best!

The Busy Manager’s Guide to Keeping Employee Morale High… and Stress Low

Turning Difficult Customers Into Happy Campers: Techniques Used By the Most

Skillful Service Professionals

What Every Manager Should Know About Human Nature: The “Owners Manual to

High Employee Performance”


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