Managing Through Times of Uncertainty and Change · Managing Through Times of Uncertainty and...

Caterpillar: Confidential Green

2019

Building Resilience:

Managing Through Times of Uncertainty and Change


Agenda

• The personal impact of stress and change

• Hardiness and Resilience

• The Total Health model of Resilience

• Deep dive: the power of perspective

• EAP


“The best years of your life are the ones in

which you decide your problems are your

own. You do not blame them on your mother,

the ecology, or the president. You realize that

you control your own destiny. “

- Albert Ellis


If the oxygen mask drops

down, put your own mask

on first, before helping the

person next you.

“

” - Flight attendants everywhere


BA

How it actually works.

BA

B?

B? B?

B?

How we want the emotional reaction to stress and change to work.

Caterpillar: Confidential Green7

Pre

dict

abili

ty

Control

The simple antidote to

uncertainty and change


V.U.C.A.

Volatile

Uncertain

Complex

Ambiguous“Hey, it’s crazy out there!”

-Harvard Business Review

Meanwhile, IRL…


Stress and Burnout

Stress is a natural response to any demand,

positive or negative, placed upon an individual…

…becoming problematic when there is an

imbalance between our coping skills and the

demands of the environment.

Burnout is a term often used to describe the

symptoms we experienced after periods of

prolonged, unmanaged stress.


“But can’t we just change the things that cause stress?”

“A job without stress

isn’t a job.”- me


Yerkes Dodson Law (1908)


Choice:

Distress

or “burnout”

Choice:

Hardiness and

Resilience

Stressis inevitable


1. Recognize – Identify the signs of distress and burnout

2. Reverse – Undo the damage by seeking support and

managing stress

3. Resilience – Build your hardiness and resilience

The “3 R” ApproachTo addressing stress, burnout and building resilience

Even routine daily challenges can

take a toll on our health over time,

if we aren’t practicing Resilience.


Stressors

Physical Symptoms• Sleep

• Decreased energy

• Appetite changes

• Aches and pains

• Memory and concentration

Behaviors• Relationship conflict

• Social withdrawal

• Lower productivity

• Lethargy

• Reckless and impulsive behaviors

Thoughts and feelings• Sadness and Depression

• Anxiety

• Negatively

• Loneliness

Work Relationships

Family Change

Health Injury

Finances Daily irritations

Even positive events, like holidays


“The equation we’ve been taught, the

1-2 punch, of stressors creating

stress, misses something really

important.”- Andrew Bernstein


Everything can be taken from a man but

...the last of the human freedoms – to

choose one's attitude in any given set of

circumstances, to choose one's own way.

“

”- Viktor Frankl, 1946

We have more control and capability than we typically give ourselves credit.


Physical Symptoms• Sleep

• Decreased energy

• Appetite changes

• Aches and pains

• Memory and concentration

Behaviors• Relationship conflict

• Social withdrawal

• Lower productivity

• Lethargy

Thoughts and feelings• Sadness and Depression

• Anxiety

• Negatively

• LonelinessResilience

Stressors

Work Relationships

Family Change

Health Injury

Finances Daily irritations

Even positive events, like holidays


Hardiness isa protective or preventive factor

against stress. How resistant

you are to the emotional and

physical impact of adverse

events. It’s predictive of

Resilience.

Challenge Control CommitmentSeeing change as

an exciting

opportunity for

growth.

A sense of purpose

and self- efficacy.

Confidence that

you can influence

outcomes in your

life.

View life and

interesting, full of

challenges to

overcome.

3 Cs of Hardiness


“Find the heaviest weight

you can and pick it up. And

that will make you strong.”

- Dr. Jordan Peterson


Resilience isthe ability- a set of skills- that

allow us to effectively cope with,

rebound from and even learn

from daily stressors, both large

and small.

Resilience Self Assessmentbenefits.cat.com > wellness > wellness campaigns > resilience self assessment

https://benefits.cat.com/content/dam/benefits/WellnessCampaigns/resilience/Resilience%20Self-Assessment.pdf


We tend to practice stress

management and focus on Resilience

during the worst of times. The

fundamentals of Resilience should be

embedded in our lifestyle and promote

personal growth.

“

” - Suzy Clausen


Healthy Behaviors

Healthy Body Positive OutlookStay Connected Practice Mindfulness

The fundamentals of Resilience


Resilience Assessment

3 Rs Resilience Action Plan

EAP.cat.com > EAP Learning and Development

https://benefits.cat.com/en/eap/learning.html


Healthy Behaviors


• Time Management

• Recreation and leisure

• Volunteer and engage in meaningful activities

• Take a time out- get distracted and detach

• Take on ownership and accountability, including new/more challenges-

NO ONE BECOMES MORE RESLIENT BY AVOIDING STRESS

• Avoid impulsivity like gambling or over spending

• Simplify


Healthy Body


• It is (almost) all about the food

• Regular vigorous exercise. Blend activity into your lifestyle-

have fun with it.

• Good sleep hygiene

• Limit nicotine, caffeine, alcohol and other drugs

• Have a wellness checkup and routine preventative healthcare.


“When we are lonely we

not only react more

intensely to the negatives;

we also experience less of

a soothing uplift from the

positives.”

Dr. John Cacioppo


Stay Connected



Stay Connected

• Develop your EQ skills

• Recognize and admit when your social needs are unmet.

Guard against loneliness.

• Be socially active in a way that energizes and is best for

you. Find others with similar interests as a first step.

• Make an effort to reach out, even if you don’t feel like it

• Resolve ongoing conflicts

• Invest effort to be a good parent, spouse and friend

• Volunteer and stay active in your community.



Practice Mindfulness

• Why are you where you are? What’s your purpose?

• Be self-aware. Take time to reflect on hours, days, years.

• Slow your mind and body. Maintain a moment-by-moment

awareness of our thoughts, feelings, bodily sensations, and

surrounding environment

• Acceptance; paying attention to thoughts and feelings without

judging


Positive Outlook is all about the lens through which we see

the world.

It’s about having a positive outlook and optimism about the

future. But more importantly, it is about achieving a healthy,

accurate interpretation of the events around us. Positive Outlook




Positive Outlook


“There is nothing either

good or bad, but

thinking makes it so.”

Shakespeare’s Hamlet. Act 2, Scene 2.

First performed in 1609



Positive Outlook

“Whatever lens you

view the world

through, that’s

gonna be your

reality.” -Zuby


Event = Stress and

emotion

Perception of the


• Keep an optimistic, hopeful outlook

• Stay present- don’t fixate on the future or past

• Set realistic standards and goals, avoid perfectionism

• Focus on what you can control

• Laugh (particularly at yourself)

• Recognize and celebrate success- don’t fixate on the struggles or

over-focus on the negatives

• Remember why you chose to be here. Don’t lose sight of your

purpose.

Positive Outlook



Common patterns of faulty thinking or “irrational beliefs”

• Jumping to Conclusions: Settling on a belief when there is little or no evidence to support it.

• Magnifying and Minimizing: Over focusing on the negative, while ignoring the positive

• All-or-nothing: Exaggerated “black and white” thinking. Perfectionism.

• Overgeneralization: Maintaining global beliefs based on one factor or a single situation.

• Personalization: The tendency to automatically blame yourself.

• Externalization: The tendency to automatically blame others.

• Mind Reading: Assuming that you know what others are thinking, or expecting others to know what you are thinking.

• Catastrophizing: Worst case scenario thinking. Exaggerating the impact of a negative event.


Self-talk associated with faulty thinking

• Should

• Ought

• Must

• Have-to

• Need

• Always/ never

• Perfect

• Someone made me feel that way

• It’s horrible, terrible, catastrophic

• It’s unfair

• I deserve _____ .

• Making assumptions: about the

future, what others think, what others

will do.


Healthy Outlook Worksheet

EAP.cat.com > EAP Learning and Development

1. Recognize you are distressed

2. Name an event

3. How did it make you feel? How did you act?

4. What were your beliefs and self-talk about the event?

5. Analyze and challenge those beliefs.

6. Replace the beliefs, and reframe the event with a new outlook.

https://benefits.cat.com/en/eap/learning.html


Exercise, part 1

1. Write down an event or situation you found stressful, felt

strongly about, or where you had a negative emotional reaction.


Exercise, part 2



2.

3. Write down your emotional reaction to the event.


Exercise, part 3



2. Write down your belief about this event. What message where

you telling yourself about the situation?

3. Write down your emotional reaction to the event.


Exercise, example

1. After years of hard work, I did not get the open supervisory

position. It was given to an external candidate.

2.

3. I felt disappointed, frustrated and even a little angry. What

good are my years of dedication if no one cares.


Exercise, example

1. After years of hard work, I did not get the open supervisory

position. It was given to an external candidate.

2. I should have gotten the job. I’ve worked hard, done my time

and deserve it. I am not valued here.

3. I felt disappointed, frustrated and even a little angry. What

good are my years of dedication if no one cares.


Check your thinkingABC exercise

FIRST: Recognize that you are distressed about something

“I am disappointed I didn’t get the job.”

Step 1: Identify the Actual event

“After years of hard work, I did not get the open supervisory position. It was given to an external

candidate.”

Step 2: Identify your Beliefs about the event

“I should have gotten the job. I’ve worked hard, done my time and deserve it. I am not valued here.”

Step 3: Identify the Consequences of your beliefs (emotions of the guilt)

“I felt disappointed, frustrated and even a little angry.”


Check your thinkingABC exercise

Step 4: Identify the faulty belief. Dispute the belief.

“Why should I have gotten the job? Am I the only good candidate? Do I get every job or everything I want? Does everyone get to be a supervisor just because they’ve worked here many years? And I do I really know what my leaders think of me? Is there some evidence that I am NOT valued?

Step 4: New Emotional response

“It’s normal to be disappointed when you don’t get a job you wanted. But there will be other opportunities. And I will learn from this to be more competitive next time.”

Caterpillar Confidential GreenCaterpillar: Confidential Green

45

If you’re DIStressed, don’t go it alone!

• Trusted doctor

• Clergy member

• Trusted friend or family member who has influence

• Company doctor/nurse

• Private counselor

• Employee Assistance Program (EAP)

45


Employee Assistance Program or “EAP” is a workplace program

that can help you and your dependents with a variety or

problems and challenges, before they impact your lives at work

or at home.

EAP is available to all regular full and part time Caterpillar

employees and their eligible family members.*

* Local eligible of family members will vary. Check with your HR representative.

What is EAP?


EAP services support nearly every dimension of health


EAP counseling, coaching and consultation

• Short-term, goal-orientated support for work and life issues:

o Clinical counseling

o Professional guidance and coaching

o Information, consultation and referrals for a variety of work-life issues such as legal, financial and help finding child and eldercare

• Appointments are available without delay or wait

• EAP is confidential. No one will know you have used the EAP.

• There is no cost for using the EAP

• EAP is available 24/7 by phone, online or through the My EAP App


Online Onsite

EAP counselors are

available onsite in

many locations. Learn

more at EAP.cat.com

CaterpillarEAP.comLocal contact numbers. 27 languages.

Or through our benefits portal

EAP.cat.comGlobal access numbers can be

found at CaterpillarEAP.com:

Accessing EAP

LifeWorks App

For iOS, Android and

Blackberry

By Phone

N. America

+1.866.228.0565

+1.309.820.3604

https://benefits.cat.com/en/eap.html

http://www.caterpillareap.com/

https://benefits.cat.com/en/eap.html

https://www.workhealthlife.com/Caterpillar


Questions?

[email protected]


Supplemental slides


Accessing the on-site EAP

Mossville IL: AC/ Tech Cntr Rob Peters 309-578-3189

East Peoria, IL: SS/AD/CV Rob Peters 309-578-3189

Morton, IL Rob Peters 309-578-3189

Mapleton, IL Rob Peters 309-578-3189

Decatur, IL Jennifer Carlock 217-475-4312

Pontiac, IL Diana Brandt 815-842-6115

Aurora, IL Kelly Long 630-859-5958

Lafayette, IN Susannah Devault 765-448-5550

Corinth / Prentiss, MS Linda Laney 662-286-7407

AB and Downtown Peoria Dr. John Pompe 309-675-6263


Quick Tips for healthy, rational thinking

1. Getting out of bed every day is choice. And most everything thereafter is too. There are very few things we really need.

2. Be objective and fact based. Don’t jump to conclusions, make assumptions or try to read minds.

3. Be where your feet are. Stay present. Don’t live in the past or the future.

4. Focus on what you can control. Recognize what is out of your control.

5. Beware of entitlement. Rarely does the world offer guarantee or fairness.

6. Nothing is all good or all bad. Nothing is ever perfect. Ever.

7. Never punish unless you are willing to reward. This goes for yourself and others.

8. Very few things are catastrophic. And we usually survive most of the things that are.

9. Don’t think in generalizations. Be precise in your thinking.

10. Don’t blame. Even if 1% is your problem, in your control, then place 100% of your effort there.


• Jumping to Conclusions: “If I don’t do well on this project, my leaders will think I’m incompetent.”

• Magnifying and Minimizing: “I didn’t know the answer to a question today. My supervisor will rate me poorly.”

• All-or-nothing: “If I don’t get selected for the open position, my career is over. ”

• Overgeneralization: “Everyone else has gotten promoted but me.”

• Personalization: “I wasn’t selected for the open position. My supervisor must have it out for me.”

• Externalization: “I wasn’t selected for the project. The project leader is threatened by my skills.”

• Mind Reading: “My supervisory hasn’t responded to my email. She must be upset about what I said.”

• Catastrophizing: Worst case scenario thinking. Exaggerating the impact of a negative event.

Examples


Check your thinkingInternal Factors

1. Recognize the emotion.

2. How do you feel? Emotionally? Physically?

3. Are their external factors that need to be resolved? If so, how?

4. What are you telling yourself about your behavior?

5. Are the messages you are sending yourself (your thoughts) true? Is there any evidence? Are

they grounded in workplace policy or expectations?

6. How can you adjust your thinking about your behavior? (see ABC exercise)


• Jumping to Conclusion

– Slow down and ask yourself “What evidence do I have for my conclusion?”

• Tunnel Vision

– Ask yourself “What more important or relevant information did I miss?”

• Overgeneralization

– Be open-minded. Ask yourself, “Is there a reason that might explain the behavior.”

• Magnifying & Minimizing

– Be evenhanded. Ask yourself, “Am I looking at the worst possible outcome? What are the alternatives.

Am I looking at only the negative? “What positive events occurred?”



• Personalizing

– Look outward. Ask yourself, “How did others or circumstances contribute to the problem or issue?”

• Externalizing

– Look inward. Ask yourself, “How did I contribute to the problem or issue?”

• Mind Reading

– Ask yourself, “Do I have proof that person thinks that way, or am I making assumptions?” Check to see

what the other person was really thinking. Ask, “Did you mean….?” or “ can I clarify what you meant?”

Also, “what do you expect of me?”

• Catastrophizing:

– Put it in perspective. What’s the worst that can realistically happen?



From ToJumping to Conclusions: “If I don’t deliver this project early my

boss will think I’m incompetent.”

“We set a cleat deadline. I have discussed the project with my boss and s/he

supports the project timeline.”

Tunnel Vision: “If my leaders don’t see me arrive early they will not

recognize my dedication.”

“I will stay in regular communication with my supervisor so s/he knows my

schedule and sees my output. And they know that I am productive member

of the team.”

All-or-nothing: “If I don’t get an exceeds expectation rating, it will

be unfair, inaccurate and my career is in jeopardy.”

“My worth as an employee is more than one rating. I have a long history of

adding value and my work is consistently good. I will having ongoing career

planning discussions with my supervisor.”

Overgeneralization: “If I don’t get a promotion every 2-3 years

there is little career potential for me at Caterpillar.”

“Career opportunities are often unpredictable. Advancement can take time. I

will focus on doing good work and demonstrating my value. That will pay off.”

Magnifying and Minimizing: “Even though I’m delivering my goals,

the only thing that matters is if my leaders like me.”

“Relationships are always important, but they are only part of the equations. I

will build collaborative relationships and demonstrate myself as someone

people want to work with.”

Check your thinkingCase example


From To

Personalization: “Everyone else is being promoted but

me. It is unfair and shows favoritism.”

“Is everyone really getting promoted. Some are. And my time

will come. I will discuss this with my supervisor to see how I

can be better positioned for my next job.”

Externalization: “If my co-workers would just step up

and do their share, we would get this project done on

time.”

“Part of working on a project team is group accountability and

motivating everyone. I will seek ways to support those falling

behind.”

Mind Reading: “Everyone judges me and is

threatened because my background and skills are

superior.”

“While I may be a stronger member of the team, I don’t really

know what people think. Maybe I can ask? If their behavior

seems out of line, I will discuss it with my supervisor.”

Catastrophizing: “If my team fails to deliver, my rating

is going to be horrible.”

“I am partially responsible for the team deliverables. But if

there are things out of my control impacting the team, I will

discuss it with my supervisor.”

Check your thinkingCase example


The Neurology of ResilienceWe are hard-wired to feel quickly, strongly and before we think.

The practice of Resilience allows us to:

• Develop hardiness, so we are less vulnerable during times of

stress and change

• Slow our emotional responses and place space between what

happens and how we choose to react.

• Reassess our circumstances. Challenge our automatic

thinking and find healthier ways to view our experiences.

Managing Through Times of Uncertainty and Change · Managing Through Times of Uncertainty and...

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