Stress is Heavy; Lighten Up
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Transcript of Stress is Heavy; Lighten Up
Slide 1
presented by
Lou Russell, Russell Martin & Associates (317) 475-9311 @nolecture
www.russellmartin.com
© Russell Martin & Associates www.russellmartin.com
Which way should I go?
Slide 2
presented by
Lou Russell, Russell Martin & Associates (317) 475-9311 @nolecture
www.russellmartin.com
H14
STRESS IS HEAVY;
LIGHTEN UP!
© Russell Martin & Associates www.russellmartin.com
Training Conference 2013
Wednesday, February 20th, 2013 9:45am – 10:45am
1. Group into 5 – 8 people.
2. Elect the Starter.
3. Spell the provided word one letter at a time.
4. Count off from 1 – 10.
5. Count off AND Spell.
Spell and Count (Alain Rostain through Thiagi, Jolts Vol. 1)
Page 3 © Russell Martin & Associates www.russellmartin.com
Content
A Model for
High
Performance
Stress,
Triggers and
Decisions
Leadership
Strategies for
the Real World
Page 4 © Russell Martin & Associates www.russellmartin.com
Learning Objectives
Identify triggers, strengths, and
motivators that drive high
performance for you and your team
Identify and mitigate opportunities
for Me/Me, Me/You and Me/Job
conflict
Identify how leadership has
changed and how that impacts my
contribution
Page 5 © Russell Martin & Associates www.russellmartin.com
What Happens to Me?
50%
25%
75%
100% people
said…
job is
extremely
stressful
job is #1
stressor
stress worse than
a generation ago
© Russell Martin & Associates www.russellmartin.com Page 6 © Russell Martin & Associates www.russellmartin.com
What Happens to Me?
This information was
obtained in the 1990's in
large surveys by
Northwestern National
Life Insurance Co,
Princeton Survey
Research Associates, St.
Paul Fire and Marine
Insurance Co., Yale
University and The
Families and Work
Institute.
50%
25%
75%
100%
job is
extremely
stressful
job is #1
stressor
stress worse than
a generation ago
© Russell Martin & Associates www.russellmartin.com Page 7 © Russell Martin & Associates www.russellmartin.com
What’s Different? Projects are Flash Mobs
Page 8 © Russell Martin & Associates www.russellmartin.com
Competencies
Seeks to grow performance through
a clear understanding of EQ,
cognition, behaviors, motivators
and competencies
Motivates employees
to high performance
at all times
Empathy to Motivate: Manages
own leadership transformation,
develops strategies to lead
through change unique to a
person, builds skills to lead
change
Innovation: flexible
thinking, doing/ planning
/learning, seizes
opportunities, manages
risk
Managing Changing
Roles: accountability,
vision, prioritization,
project management,
relationships,
transition, metrics
Trust: build,
communicate, care,
conflict
management,
diversity
Page 9 © Russell Martin & Associates www.russellmartin.com
A Model for High Performance
Behaviors / Motivators Behaviors / Motivators
High Performing
Team
Trust / Alignment
Accountability (self / others)
Strengths and Challenges
Processes, Roles, Measures
Vision, Mission, Values
SELF TEAM EQ
Vision, Mission, Values
Page 10 © Russell Martin & Associates www.russellmartin.com
Accountability
Take action and learn
Find solutions
Accept ownership
Acknowledge situation
Make it happen
This can work
It starts with me
I’m a piece of the puzzle
Wait n’ Hope
Blame self
Blame others
Denial
Somebody should do something
It’s my fault, guilt
It’s their fault
This has nothing to do with me
Learn & Grow / Empowerment
Protect & Defend – Be Right
Page 11 © Russell Martin & Associates www.russellmartin.com
Fixes that Fail
Hurry Up Shortcuts
New Problems
B
R
S
S
S O
Page 12 © Russell Martin & Associates www.russellmartin.com
How Clearly Do You See?
Page 13 © Russell Martin & Associates www.russellmartin.com
Page 14 © Russell Martin & Associates www.russellmartin.com
Fight, Flight or Freeze
Page 15 © Russell Martin & Associates www.russellmartin.com
What Happens to Me at Work?
Workers'
Compensation
Four Hour
Emotional
Hangover
- Dr. Izzy Justice, Emotional
Quotient
Page 16 © Russell Martin & Associates www.russellmartin.com
Your Body Reacts: It’s Chemical
Ironically, the
workplace has
become one of
the most
inefficient places
to work.
Page 17 © Russell Martin & Associates www.russellmartin.com
There is always tension to return to the ‘cow paths’.
Influencing Skills
Avoid Pain Improve
• Intention to
protect and
defend
• Quick fix, small
initial gain
• Avoid
conversations
• May drive losing
relationship
• Intention to
learn and grow
• Initially difficult
to break habits
(hard coded)
• Long term
benefit
• Grows
relationships
through trust
How do you approach
life?
Page 18 © Russell Martin & Associates www.russellmartin.com
Anxiety As a Signal
Your anxiety is actually a signal telling you to slow
down and assess the situation:
Lack of… Action
SKILL Training
PREPARATION Practice
SUPPORT Build Support
EXPERIENCE Go For IT!
Page 19 © Russell Martin & Associates www.russellmartin.com
Self-Awareness: Six Disruptive Emotions
Disruptive Emotion Your Experience Your Negative Reaction
Anger / Defensiveness
Anxiety / Fear
Guilt / Shame
Feeling “Down”
Insecurity
Embarrassment
Emotions are a CALL to ACTION:
Page 20 © Russell Martin & Associates www.russellmartin.com
“Speak politely to an enraged dragon.”
― J.R.R. Tolkien
Get off the Cow Path
1. Notice.
2. Stop. Take a deep breath and step off the path.
3. From your new place, process what you are
experiencing:
1. Name the emotion (breath).
2. Acknowledge your thoughts (breath).
4. Shift. Ask yourself some new questions:
What would help? How could this get better?
What do I want things to be like? (keep
breathing)
5. Listen to your mind give you a few responses.
Choose the one you want to act on. Keep it
simple.
6. DO IT NOW!
7. Repeat as necessary.
Page 21 © Russell Martin & Associates www.russellmartin.com
Defining Emotional Intelligence
EQ
Cognition
Behavior
Competency Decision Making (Superior Performance)
360
Assessments
Performance
Reviews
DISC
Motivators
Multiple
Intelligence
Memory
An team or individual with
mediocre IQ but high EQ
will outperform a team with
the highest IQ and low
EQ.
Page 22 © Russell Martin & Associates www.russellmartin.com
Page 23
Self-Awareness – recognizing your feelings and
behaviors
Self-Regulation – managing your feelings and
behaviors appropriately and staying motivated in spite
of setbacks and obstacles
Motivation – the desire to improve
Empathy – understanding what others feel
Social Skills – building rapport and collaborating with
others
Composed of the Capacity for… IN
TR
AP
ER
SO
NA
L
INT
ER
PE
RS
ON
AL
© Russell Martin & Associates www.russellmartin.com
The Behavioral Intelligence EQ Assessment
Profile Pages 28-29
Page 24 © Russell Martin & Associates www.russellmartin.com
Self and Team Clarity
Who am I?
What are my priorities / values?
What are my strengths / blind spots?
What is my plan?
Page 25 © Russell Martin & Associates www.russellmartin.com
Your Behavioral Strengths: DISC
D
I S
C Urgent
Pioneering
Innovative
Driven
Likes challenge
Demanding
Quick to anger
Careful
Objective, clear
High standards
Good analyst
Detailed
Picky
Aloof
Fearful
Optimistic
Motivator
Team Player
Problem solver
Emotionally needy
Inattentive
Trusting
Poor with
details
Steady and sincere
Patient
Empathetic
Logical
Service-oriented
Apathetic under stress
Passive
Resists change
Page 26 © Russell Martin & Associates www.russellmartin.com
Style Analysis Graphs
Your
“perfect”
place
How
you
adapt
100
90
80
70
60
50
40
30
20
10
0
100
90
80
70
60
50
40
30
20
10
0
D I S C D I S C
Adapted Natural
Page 27 Page 27 © Russell Martin & Associates www.russellmartin.com
Page 28
Interacting with Other Styles
© Russell Martin & Associates www.russellmartin.com
Choose to
adapt
temporarily
rather than
permanently
pretend to be
what you are
not
Teams
Page 29 © Russell Martin & Associates www.russellmartin.com
Page 30
Seeks Truth/
Knowledge
Problem solving
Impractical
Watches “Discovery
Channel”, PBS
Make Money
Practical
Future oriented, savings
Workaholic
Never enough
Achieve inner vision
Self-fulfillment
Humor or sarcasm
Impractical
Inner feelings not logic
Seeks to win
Control, power
End justifies means
Breaks rules
Can appear to feel
superior to others
Search for value of life
Champion of beliefs
Rigid
Order, unity
Always right
Help others
Empathy
Generous
Self-sacrifice
Can’t say “no”
Stop hate and conflict
Workplace Motivators
Page 30 © Russell Martin & Associates www.russellmartin.com
0
10
20
30
40
50
60
70
80
Motivators Graph
The Uti Aes Soc Ind Tra
60 30 50 48 27 37
Averages
Top 2
Low 2
Situational 2
Page 31 © Russell Martin & Associates www.russellmartin.com
The primary task of all
effective leadership in
organizations is to figure out
ways to drive other people’s
emotions in a positive
direction.
Page 32 © Russell Martin & Associates www.russellmartin.com
33
A miracle will occur tonight while you sleep and when you wake, you will have the
PERFECT LIFE. What does it look like?
EQ Behaviors / Motivators Behaviors / Motivators
A Model for High Performance
High Performing
Team
Trust / Alignment
Accountability (self / others)
Strengths and Challenges
Processes, Roles, Measures
Vision, Mission, Values
SELF TEAM
Vision, Mission, Values
Page 34 © Russell Martin & Associates www.russellmartin.com
The Paradox of Movement (a variation on Aristotle’s work)
As workload increases…
X X
X
Page 35 © Russell Martin & Associates www.russellmartin.com
Super
L&D
Leader
How Can I Get More HELP?
At www.russellmartin.com:
•Purchase the Infoline at www.astd.org
•Visit our RMA Virtual Playground
•Purchase EQ assessment, EQ course (in-
a-box), books, webinars
•Get our LEARNING FLASH e-zine for
more tips and tools
•Find out about public webinars and
workshops
•Buy fun stuff in the store
Page 36 © Russell Martin & Associates www.russellmartin.com