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

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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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