Stress is heavy lighten up ciastd


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View the electronic version of the CIASTD Fall Conference Keynote by Lou RUssell.

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Stress is heavy lighten up ciastd

  1. 1. STRESS IS HEAVY; LIGHTEN UP! presented by Lou Russell, Russell Martin & Associates (317) 475-9311 @nolecture© Russell Martin & Associates Slide 1
  2. 2. Spell and Count (Alain Rostain throughThiagi, JoltsVol. 1)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.Page 2 © Russell Martin & Associates
  3. 3. Content A Model forHighPerformance Stress,Triggers andDecisions Super L&D Leadership LeaderStrategies forthe Real World Page 3 © Russell Martin & Associates
  4. 4. 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 contributionPage 4 © Russell Martin & Associates
  5. 5. What Happens to Me?100% people said… stress worse than75% a generation ago job is50% extremely stressful25% job is #1 stressor Page 5 © Russell Martin & Associates
  6. 6. What Happens to Me?100% stress worse than This information was a generation ago obtained in the 1990s in75% large surveys by job is Northwestern National extremely Life Insurance Co, stressful Princeton Survey50% Research Associates, St. Paul Fire and Marine job is #1 Insurance Co., Yale stressor University and The25% Families and Work Institute. Page 6 © Russell Martin & Associates
  7. 7. What’s Different? Projects are Flash MobsPage 7 © Russell Martin & Associates
  8. 8. Competencies Managing ChangingSeeks to grow performance through Motivates employees Roles: accountability,a clear understanding of EQ, to high performance vision, prioritization,cognition, behaviors, motivators at all times project management,and competencies relationships, transition, metrics Empathy to Motivate: Manages own leadership transformation, develops strategies to lead through change unique to a person, builds skills to lead change Trust: build, communicate, care, Innovation: flexible conflict thinking, doing/ planning management, /learning, seizes diversity opportunities, manages riskPage 8 © Russell Martin & Associates
  9. 9. A Model for High Performance High Performing Team Trust / Alignment Accountability (self / others) Strengths and Processes, Roles, Challenges Measures Vision, Mission, Values Vision, Mission, ValuesPage 9 Behaviors / Motivators SELF & AssociatesEQ © Russell Martin TEAM Behaviors / Motivators
  10. 10. AccountabilityLearn & Grow / Take action and learn Make it happenEmpowerment Find solutions This can work Accept ownership It starts with me Acknowledge situation I’m a piece of the puzzle Wait n’ Hope Somebody should do something Blame self It’s my fault, guilt Blame others It’s their fault Denial This has nothing to do with me Protect & Defend – Be RightPage 10 © Russell Martin & Associates
  11. 11. Fixes that Fail S B Hurry Up Shortcuts O S R New Problems SPage 11 © Russell Martin & Associates
  12. 12. How Clearly Do You See?Page 12 © Russell Martin & Associates
  13. 13. Fight, Flight or FreezePage 13 © Russell Martin & Associates
  14. 14. Page 14 © Russell Martin & Associates
  15. 15. What Happens to Me at Work? Four Hour Emotional Hangover Workers Compensation - Dr. Izzy Justice, Emotional QuotientPage 15 © Russell Martin & Associates
  16. 16. Your Body Reacts: It’s ChemicalThere isalways tension Ironically, the workplace hasto return to become one of the mostthe ‘cow inefficient places to work.paths’. Page 16 © Russell Martin & Associates
  17. 17. Influencing Skills Avoid Pain ImproveHow do you approach life? • Intention to • Intention to protect and learn and grow defend • Initially difficult • Quick fix, small to break habits initial gain (hard coded) • Avoid • Long term conversations benefit • May drive losing • Grows relationship relationships through trustPage 17 © Russell Martin & Associates
  18. 18. 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 18 © Russell Martin & Associates
  19. 19. Self-Awareness: Six Disruptive Emotions Emotions are a CALL to ACTION:Disruptive Emotion Your Experience Your Negative ReactionAnger / DefensivenessAnxiety / FearGuilt / ShameFeeling “Down”InsecurityEmbarrassment “Speak politely to an enraged dragon.” ― J.R.R. Tolkien Page 19 © Russell Martin & Associates
  20. 20. Get off the Cow Path1. 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 20 © Russell Martin & Associates
  21. 21. Defining Emotional IntelligenceAn team or individual withmediocre IQ but high EQwill outperform a team withthe highest IQ and lowEQ. DISC Decision Making Motivators Competency (Superior Performance) Behavior 360 Cognition Assessments Performance EQ Multiple Reviews Intelligence Memory Page 21 © Russell Martin & Associates
  22. 22. Composed of the Capacity for… Self-Awareness – recognizing your feelings and behaviorsINTRAPERSONAL Self-Regulation – managing your feelings and behaviors appropriately and staying motivated in spite of setbacks and obstacles Motivation – the desire to improve INTERPERSONAL Empathy – understanding what others feel Social Skills – building rapport and collaborating with others Page 22 © Russell Martin & Associates
  23. 23. The Behavioral Intelligence EQ Assessment Profile Pages 28-29Page 23 © Russell Martin & Associates
  24. 24. Self and Team Clarity Who am I? What are my priorities / values? What are my strengths / blind spots? What is my plan?Page 24 © Russell Martin & Associates
  25. 25. Your Behavioral Strengths: DISC C Careful Urgent D Objective, clear Pioneering High standards Innovative Good analyst Driven Detailed Likes challenge Picky Demanding Aloof Quick to anger Fearful Steady and sincere Optimistic Patient Motivator Empathetic Team Player Logical Problem solver Service-oriented Emotionally needy Apathetic under stress Inattentive Passive Trusting Resists change Poor with details S IPage 25 © Russell Martin & Associates
  26. 26. Style Analysis Graphs D I SC D I SC 100 100 90 90 80 80 Your How 70 70 “perfect” you place adapt 60 60 50 50 40 40 30 30 20 20 10 10 0 0 Adapted NaturalPage 26 © Russell Martin & Associates
  27. 27. Interacting with Other StylesChoose toadapttemporarilyrather thanpermanentlypretend to bewhat you arenot Page 27 © Russell Martin & Associates
  28. 28. TeamsPage 28 © Russell Martin & Associates
  29. 29. Workplace Motivators Search for value of life Champion of beliefs Rigid Help others Order, unity Seeks Truth/ Empathy Always right Knowledge Generous Problem solving Self-sacrifice Impractical Can’t say “no” Watches “Discovery Channel”, PBS Stop hate and conflict Achieve inner vision Make Money Self-fulfillment Practical Humor or sarcasm Future oriented, savings Impractical Workaholic Inner feelings not logic Seeks to win Never enough Control, power End justifies means Breaks rules Can appear to feel superior to othersPage 29Page 29 © Russell Martin & Associates
  30. 30. Motivators Graph Top 2 Situational 2 80 70 60 50 40 Averages 30 20 10 0 The Uti Aes Soc Ind Tra 60 30 50 48 27 37 Low 2Page 30 © Russell Martin & Associates
  31. 31. 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 31 © Russell Martin & Associates
  32. 32. A miracle will occur tonight while you sleep and when you wake, you will have the PERFECT LIFE. What does it look like?32
  33. 33. A Model for High Performance High Performing Team Trust / Alignment Accountability (self / others) Strengths and Processes, Challenges Roles, Measures Vision, Mission, Values Vision, Mission, ValuesPage 33 Behaviors / Motivators SELF EQ TEAM Behaviors / Motivators © Russell Martin & Associates
  34. 34. The Paradox of Movement (a variation onAristotle’s work) Super X L&D Leader X X As workload increases…Page 34 © Russell Martin & Associates
  35. 35. How Can I Get More HELP? At •Purchase the Infoline at •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 storePage 35 © Russell Martin & Associates