proactive strategies for managing stress and change presented by: performance consulting...
TRANSCRIPT
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Proactive Strategies for Managing Stress and Change
Presented by: Performance Consulting 508.650.0770 [email protected] November, 2002
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Introductions
Your nameYour role, department, and companyOne cause of stressMajor changes planned for the next 18
monthsWhat you would like to gain from this
workshop
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Defining Stress
Exercise:
Please talk within your groups to define the word, stress. Then write down your group’s definition in the space below. If necessary, build a consensus first or coherently tie together individuals’ definitions.
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Warning Signs
Physical Weight loss/gain Hypertension Headaches Difficulty sleeping What else?
Psychological Reduced attention
span Escape activities Job dissatisfaction What else?
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Types of Stress
Episodic Chronic
Note: Chronic stress can lead to burn out
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The Stress Response
Digestion slowsBreathing becomes fasterHeart rate speeds up, blood pressure risesPerspiration increasesMuscles tenseChemicals released into the blood for
clottingSugars and fats spill into the bloodstream
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Causes of Stress
Sporadic changeConstant changeUnrealistic or unclear expectationsLack of feedbackTime pressuresNo closureWhat else?
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Managing Time-Linked Stress
Establishing and committing to prioritiesDelegating successfullySelf-managing effectively
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Establishing and Committing to Priorities
“Besides the noble art of getting things done, there is the noble art of leaving things undone. The wisdom of life consists of eliminating the non-essentials.”
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The Urgent versus The Important
1. Urgent & Important
CRISIS
2. Important, Not Urgent
WORK TO DO
3. Urgent Not Important
TRIVIA WORK
4. Not Urgent or Important
TIME WASTING WORK
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The Urgent versus The Important
Quadrant I: Urgent and ImportantQuadrant of Addiction
Crises, irate customers, system and equipment failures
Deadline-driven projects, meetings, preparations
Pressing problemsThis is the “response” quadrant. Investing
all our time here creates burn-out.
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The Urgent versus The Important
Quadrant 2: Important, not UrgentQuadrant of Quality/Personal Leadership
Prevention and Preparation Values Clarification Planning Relationship building True re-creation: reading, professional development Empowering othersInvesting in this Quadrant shrinks Quadrant 1 by
preventing crises and providing growth and balance.
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The Urgent versus The Important
Quadrant 3: Urgent, Not ImportantQuadrant of Deception
Interruptions, some phone calls Some mail, some reports Some meetings Many popular activities Many seemingly pressing mattersInvesting our time in this quadrant helps us
believe we’re accomplishing important matters when we’re not.
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The Urgent versus The Important
Quadrant 4: Not Urgent, not ImportantQuadrant of Waste
Busywork “Escape” activities Irrelevant mail Some phone calls TriviaWe may end up in this Quadrant when we’re
exhausted from activities in Quadrants 1 and 3.
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Delegating Effectively
1.Think and plan first2. Clarify the responsibility and results
intended3. Select the right person4. Decide on the authority level.5. Decide on controls and checkpoints6. Create a motivating environment7. Hold them accountable
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Delegating Effectively
General levels of authority when delegating:Level 1: Get the facts, I’ll decideLevel 2: Suggest alternatives, I’ll decideLevel 3: Recommend an alternative, I’ll decideLevel 4: Decide, wait for my approvalLevel 5: Decide, act unless I say noLevel 6: Act, report resultsLevel 7: Act, report if unsuccessfulLevel 8: Act, reporting not needed
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Coping Resources
Flexibility & ResilienceBe open to diverse ideas“Try on” other people’s rolesAvoid judging, allow and acceptChange your perspectiveRecognize benefitsBrainstorm, solve problemsBe patient, pick your battles
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Coping Resources
Nutrition, Exercise & RelaxationReduce caffeine, sugar, starchTake breaks away from your deskExercise to combat the stress responseUse the buddy system to reinforce good
healthy habitsLearn TM, yoga, tai chi, prayerListen to musicGet rid of clutter
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Coping Resources
Supportive Community Make time for family and friends Develop a network of professional
colleagues Volunteer Find a mentor Be a mentor Get a dog Find a larger purpose, spiritual connection
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Coping Resources
Communication & ListeningListen to your inner guidanceListen to discover and understand, not
judgeSummarize what is being saidAcknowledge others’ contributionsFocus on facts, feelings, and solutions
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Coping Resources
Communication & AssertivenessSpeak with purpose, support your statementsAsk for feedbackDescribe facts & feelings of stressful situationAcknowledge shared goals or shared focus Identify what you needRequest a changeBe comfortable saying “no”Learn to negotiate
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Adopting to Change
Innovators Early Majority Laggards
Early Adopters Late Majority
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Accommodating Changeshock
denial &isolation
bargaining
anger
guilt &remorse
depression
panic resignation tosituation
acceptance ofreality
building
Accommodationenvision growthnew opportunities
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Coping Resources for Managers
Develop, manage, and enforce SLAsStaff and schedule realisticallyProvide work task varietySchedule “good news” meetings, game
roomProvide managed forum for venting, humorProvide recognition and rewards, ongoingArrange for coverage for off-site training,
meetings, events
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Coping Resources for Managers Effectively Implementing Change
Communicate vision and strategy for change, using all available venues
Communicate why change is necessaryRecruit informal leaders Identify possible downside of change, who
might be effected, plan to minimize effectsCreate short-term winsMonitor, evaluate, and adjust as needed
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Guidelines for SuccessfullyImplementing Change
Clearly communicate reasons why change is necessary, what will be accomplished, risks if change doesn’t occur
Recruit informal leaders to generate potential solutions
Identify what needs to change and what doesn’t
Identify who will be affected and take actions to minimize adverse effects
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Guidelines for Successfully Implementing Change
Define and communicate new roles and processes
Market and communicate the changeRecognize perception of broken promises,
make new agreements with employeesReward those who make the changeMonitor the process, solicit feedback,
make adjustments, course correctionsIdentify and communicate short-term wins
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Change Versus Transition
Change is an event that is situational and external to us
Transition is the experience of the gradual psychological reorientation process that happens inside of us
Endings – disengage from “what was”Neutral Zone – confusion, in-between
stateNew Beginnings – familiar with “what will
be”, acceptance of new reality
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Change and Transformation
Change often begins with:New business objectiveWhich necessitates:Organizational changeBringing about:Professional transitionResulting in:Personal transformation
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Remember...
Stressed spelled backwards is
desserts