Proactive Strategies for Managing Stress and Change

Presented by: Performance Consulting 508.650.0770 mia@performance-consulting.com November, 2002

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

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.

Warning Signs

Physical Weight loss/gain Hypertension Headaches Difficulty sleeping What else?

Psychological Reduced attention

span Escape activities Job dissatisfaction What else?

Types of Stress

Episodic Chronic

Note: Chronic stress can lead to burn out

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

Causes of Stress

Sporadic changeConstant changeUnrealistic or unclear expectationsLack of feedbackTime pressuresNo closureWhat else?

Managing Time-Linked Stress

Establishing and committing to prioritiesDelegating successfullySelf-managing effectively

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.”

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

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.

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.

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.

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.

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

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

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

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

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

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

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

Adopting to Change

Innovators Early Majority Laggards

Early Adopters Late Majority

Accommodating Changeshock

denial &isolation

bargaining

anger

guilt &remorse

depression

panic resignation tosituation

acceptance ofreality

building

Accommodationenvision growthnew opportunities

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

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

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

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

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

Change and Transformation

Change often begins with:New business objectiveWhich necessitates:Organizational changeBringing about:Professional transitionResulting in:Personal transformation

Remember...

Stressed spelled backwards is

desserts