This was released as Episode 379 of Counselor Toolbox Podcast with Dr. Dawn-Elise Snipes. You can find specific episodes and CEU courses based on the podcasts at https://allceus.com/counselortoolbox You can also subscribe on your favorite podcast app like Apple Podcasts, Google Play or Castbox.
Workshop presentation from European Association of Behavioural and Cognitive Therapies, The Hague The Netherlands, 11th September 2014.
Describes how cognitive control is the coe component of therapeutic change with emphasis on selective attention working memory and motivation.
Stress & Burnout Presentation April 2014Emma Hamel
A stress and burnout presentation which gives the signs of both and tools to deal with each. For more information contact Emma on emma@time2beme.co.za.
Josué Guadarrama MA Presentation at 2016 Science of HOPE
Motivational Interviewing (MI) is a directive, client-centered counseling and/or communication style for eliciting behavior change by helping individuals to explore and resolve ambivalence, while minimizing resistance and maximizing intrinsic motivation. Compared with nondirective counseling, MI is more focused and goal-directed. Based on the physics of behavior change, participants will learn assessment and communication skills that foster sustained behavior change by tapping into intrinsic motivation. Aside from a didactic approach, there will be video examples and skill practice. Audience participation is highly encouraged.
Objectives
Help clients identify 3 Steps to a Breakthrough
Helping clients decide to do the impossible
Tools to encourage clients to explore motivation: Why we do what we do
Identify techniques to help clients get unstuck
Help clients explore whether they use a Growth vs. Fixed Mindset
This was released as Episode 379 of Counselor Toolbox Podcast with Dr. Dawn-Elise Snipes. You can find specific episodes and CEU courses based on the podcasts at https://allceus.com/counselortoolbox You can also subscribe on your favorite podcast app like Apple Podcasts, Google Play or Castbox.
Workshop presentation from European Association of Behavioural and Cognitive Therapies, The Hague The Netherlands, 11th September 2014.
Describes how cognitive control is the coe component of therapeutic change with emphasis on selective attention working memory and motivation.
Stress & Burnout Presentation April 2014Emma Hamel
A stress and burnout presentation which gives the signs of both and tools to deal with each. For more information contact Emma on emma@time2beme.co.za.
Josué Guadarrama MA Presentation at 2016 Science of HOPE
Motivational Interviewing (MI) is a directive, client-centered counseling and/or communication style for eliciting behavior change by helping individuals to explore and resolve ambivalence, while minimizing resistance and maximizing intrinsic motivation. Compared with nondirective counseling, MI is more focused and goal-directed. Based on the physics of behavior change, participants will learn assessment and communication skills that foster sustained behavior change by tapping into intrinsic motivation. Aside from a didactic approach, there will be video examples and skill practice. Audience participation is highly encouraged.
Objectives
Help clients identify 3 Steps to a Breakthrough
Helping clients decide to do the impossible
Tools to encourage clients to explore motivation: Why we do what we do
Identify techniques to help clients get unstuck
Help clients explore whether they use a Growth vs. Fixed Mindset
This pdf is a short document explaining more about Mental Toughness. What it is. What it is not. Mental Toughness and it's importance, some evidence base and further reading.
Introduction
Why are some people quiet and passive, while others are loud and aggressive? Are certain personality types better adapted than others for certain job types?
We often hear people use and misuse the term personality.
For our purposes, we will examine the term from a psychological standpoint as it relates to behavior and performance in the workplace
Notes on Stress Management, Conflict management & Knowledge Management in Org...Yamini Kahaliya
The document contents notes on Stress, Conflict & Knowledge Management .
1. Stress is defined as “a state of psychological and physiological imbalance resulting from the disparity between situational demand and the individual's ability and motivation to meet those needs.”
2. Conflict is a process, where perception (real or otherwise) leads to disruption of desirable state of harmony and stability in an interdependent world.
3. Knowledge management is the systematic management of an organization's knowledge assets for the purpose of creating value and meeting tactical & strategic requirements; it consists of the initiatives, processes, strategies, and systems that sustain and enhance the storage, assessment, sharing, refinement, and creation of knowledge.
Covey’s 7 habits of highly effective people Stephen Covey.docxfaithxdunce63732
Covey’s 7 habits of highly effective people
Stephen Covey’s Seven Habits of Highly Effective People helps to gain greater insights into how
to lead and manage one's professional and personal life to be effective in both realms.
These seven habits:
1. Be proactive
2. Begin with the end in mind
3. Put first things first
4. Think win-win
5. First understand, then be understood
6. Synergies
7. Sharpen your saw
These 7 habits move us through the following stages:
Dependence Independent Interdependent
Although independence is very much encouraged in today’s world, interdependence is the
essential quality in today’s environment that requires teamwork and good leadership.
To become interdependent, one must first become independent; the first 3 habits deal with self-
mastery required for character growth to move from dependence to independence stage.
While habits 4 to 6 concentrate on teamwork, cooperation and communication, they progress one
from independence to interdependence.
The 7th stage is an improvement stage; it highlights the habit of renewal and creates an upward
spiral of growth, i.e. continual improvement in building one’s production capability.
Habit 1: Proactive.
Let us begin with Proactivity as it forms the foundation for the rest of the 6 habits. A proactive
person chooses his response to any situation or person, countering different schools of
determinism, which say response is determined by stimulus.
Highly effective persons make decision to improve their lives through influencing things around
them rather than simply reacting to external force. When faced with a problem, they take
initiative to find solutions rather than just reporting the problem and waiting for others to solve
for them. As not all things are within your control, you need to identify those you could exert
changes and focus your effort on them.
Concerns/problems can be classified into 3 areas, namely direct control, indirect control and no
control. You can extend your area of influence on concerns which you have indirect control. They
are problems caused by others’ behavior, while direct control is for problems caused by your own
behavior.
Habit 2: Begin With the End in Mind.
Stage 2 is the cultivation of the habit to create a clear vision of direction and destination to help in
attaining your goal. Personal mission statement, philosophy, or creed is first developed to help
you to focus on what you want to be and do, thus guiding your daily activities towards your goal.
This habit is called Personal Leadership because leadership is considered to be the first creation
of your vision, and management comes in second and productivity third. Management is doing
things right; leadership is doing the right things.
Next, we need to re-examine the centre of our life, identifying what is important. The centre of
your life will be the source of your security, guidance, wisdom, and power. Placing u.
Step 1 Plan the ProjectBefore starting the diagnosis, you w.docxrafaelaj1
Step 1: Plan the Project
Before starting the diagnosis, you will need to answer some initial questions. The
answers to these questions will guide the rest of the effort.
Unit Size
The first question is the size of the organizational unit to diagnose. Trying to diagnose the
motivation of the whole organization is not typically practical or meaningful. Because so
much of motivation is under the control of the immediate supervisor, there will usually be
large differences in the motivation of different units. So trying to get an overall picture of
motivation both is difficult and obscures important variations in different work units.
The best approach is usually to focus on one unit at a time. A “unit” here means a group
with a common mission, with one—or at the most two—levels of supervision, and where
unit members have direct contact with one another on a regular basis. This would be the
lowest level box on an organization chart and usually ranges from 5 to 50 people.
Diagnose the Group, Individuals, or Both?
The next question is whether the diagnosis will be done for everyone in the unit as a
whole, for each person individually, for only specific individuals, or for any combination of
these. If the overall level of motivation is high and only a few subordinates show low
motivation, it might be better to focus on just those individuals. If the unit as a whole
shows low motivation, diagnosing the unit as a whole is the best strategy to start with,
possibly supplementing with individual diagnoses at a later time.
It is also quite common for the manager not to have an accurate understanding of the
level of motivation in the unit. If you don’t have other units with which to compare, it is
hard to get a sense of the level of motivation. In this case, start with the diagnosis of the
whole unit.
Another situation where the unit level diagnosis is useful is where things are going well,
but the manager wants to see where there might be room for improvement. If this is the
goal, start with the diagnosis of the whole unit.
Current Level of Motivation
Another issue to consider before starting the diagnosis is the current level of motivation.
As noted above, it is sometimes difficult to make that judgment. As an aid to doing this,
go back to the questionnaire showing symptoms of low motivation we presented at the
end of chapter 1 (Table 1.1).
The symptoms of high motivation are the opposite of these. Clues to low motivation
surface in ways other than just low effort. Signs of low motivation include resistance to
new ideas, negative attitudes, stress symptoms, and uncooperative behaviors.
When assessing overall motivation, the accuracy of the assessment depends on the
quality of the information used. It is not uncommon for individuals or groups to get a
reputation for the negative or positive motivation characteristics on the list. Sometimes
this reputation is justified; other times it is not. Make sure you are using accurate
infor.
The 7 Habits of Highly Effective People (summary).pdfBishwajitSingh6
It's a summary of "The 7 Habits of Highly Effective People" a book written by Stephen R. Covey that is very useful for our life improvement if we can practice.
Proven Approaches for Expediting Your Personal Growth!
First and foremost, personal evolution is a conscious decision. It is not something determined by our genetics; rather, it is a holistic approach to life. It requires us to mindfully recognize how our internal thoughts and external influences shape and impact each other.
One common mistake people make is confusing causes with effects. Many believe that confidence is the cause of success, but a comprehensive meta-analytic review reveals the opposite. Confidence is actually a byproduct of positive choices and actions. When studying various psychological subjects, conflicting data can be found on both sides, making it essential for individuals to make a choice.
In the field of psychology, complexity abounds, leaving us with a decision to make. We can choose to focus on data that enables us and empowers us to reach our full potential, or we can choose data that justifies mediocrity. Surprisingly, even psychologists often prefer the latter, as we selectively attend to information that aligns with our pre-existing beliefs. Our behaviors and outcomes in life are often a reflection of the personal standards and expectations we hold for ourselves.
21 ways to tell if your people are low in Mental Toughness
1. 21
ways to tell if your people
are low in
Mental Toughness
Your brief guide to mental toughness
in the workplace and its role in
employee performance and
engagement
By Anthony Taylor
2. What is Mental Toughness and why
does it matter?
Mental Toughness means many things to many different people. I find that a simple
description is that it is the mind-set that a person adopts in everything that they do –
from our performance in work to our lives at home.
Those who have higher levels of mental toughness are able to perform consistently at
or near the top of their capabilities, regardless of the challenges, pressure and stress
they face.
Research carried out under the direction of Professor Peter Clough of Manchester
Metropolitan University has identified the four key components of Mental
Toughness. These are called the 4 Cs. This research has now been independently
validated through studies across the world.
The four Cs are:
Common Fallacies about Mental Toughness
There are many common fallacies about mental toughness that often stop companies
and individuals from considering this key rea of personal performance development
further. The most common are:
1. Mental toughness is a macho, male dominated concept
3. 2. Mentally tough people are uncaring and self-centred
3. Mental toughness is all about success in work and sport
4. Everyone should be mentally tough.
Have you found yourself sharing any of these views? If so which and what led you
that belief? I’d be interested to hear your views.
We all have a degree of mental toughness and while some may naturally have higher
levels, each and everyone one of us can develop more of it.
The importance of mental toughness at work
The current working environment is more challenging than at any time in recent
memory. Almost a decade of austerity, coupled with a looming Brexit has meant that
budgets and resources across the board have been slashed. Everyone is being asked
to do more with less and against a backdrop of rapidly changing technology, markets,
customer expectations and dwindling job security.
Stress has overtaken muscular skeletal injuries as the number one reason for
workplace absence and cost UK companies over £6.5bn a year in lost productivity
from 10.4million days lost.
Part of the answer lies in developing mental toughness – a measure of a person’s
mindset.
By developing our mental toughness, we can improve ourselves in many ways
including:
✓ Improved productivity
✓ Improved attitudes and behaviours
✓ Increased well-being and ability to manage stress
✓ Improved ability to handle change
✓ Greater engagement and job satisfaction
✓ Higher retention rates and reduced absenteeism
✓ Better customer service
✓ Enhanced assessment of candidates
✓ World-class performance under pressure
We can assess mental toughness in terms of these four components in individuals
and groups through a unique high quality psychometric measure. The MTQ48 is
normative measure which enables users to assess themselves against a peer group.
By measuring mental toughness before and after an event, such as a training or
coaching programme, we can highlight the improvements and distance travelled.
4. Now I’ve been able to give you a bit of context, the following guide is designed to
give you an insight into 21 behaviours that may mean that a person is demonstrating
lower levels of mental toughness in one or all of the four Cs.
I’ve also thrown in a few examples of higher levels of mental toughness behaviours
for good measure.
This guide is not a diagnostic tool nor are they an exhaustive list. It is designed to give
you an increased awareness that something maybe going on for that person. The
more you see of a behaviour or group of behaviours the more it may mean further
support might be beneficial for all parties.
5. Control
“Destiny is as destiny does.
If you believe you have no control,
then you have no control.” – Wes Roberts
The first ‘C’ of mental toughness I’m going to cover is Control. The more Control that
someone feels they have the more they feel they can shape and influence what is
happening around them.
Studies show the less in Control a person feels the greater their stress response.
There are two components to Control: life control and emotional control.
Those low in life control often exhibit the following warning signs in their behaviour:
1. There are fatalists – things happen to them
These people are less likely to take accountability, be proactive and seek out
solutions to problems. They often spend their time complaining and are reactive.
This can have an adverse effect on those around them, draining energy and
enthusiasm from colleagues.
2. Do one thing at a time – panic when overloaded
They are unable to handle multiple projects at once and can become very
methodical and one-paced. This is often an early warning sign that someone who
previously was mentally strong and performing well is perhaps suffering and
needs some support.
3. Blame others and circumstances for failures
A typical behaviour for people low in both aspects of control. It’s a distraction
technique and a common trait of passive-aggressive behaviour – a sure sign of
rising stress levels and compromised mental strength.
4. Tend to focus on why things can’t be done
Focusing on why things can’t be done is a form of procrastination and is also
linked to low confidence. Staff exhibiting this behaviour may have lost the belief
they can effect change or can make a significant contribution. The cause for this
should be explored to ascertain whether it lies purely with the individual or with
wider organisational cultural problems which can have an adverse effect on
engagement company-wide.
6. 5. Cup half empty mentality
Another fairly clear way to have a guide on someone’s levels of mental strength
when it comes to control.
Those low in emotional control typically respond more readily to provocation or
annoyance and show anger, frustration, embarrassment and deal with feedback and
criticism poorly. They also see, report and engage in bullying behaviours more than
those with high levels of control.
The impact therefore on both personal and organisational performance is quite clear
and research has shown a person’s mental strength can account for as much as 25
percent of performance and the adoption of positive behaviours.
Those with high levels of life control will believe success is down to them and their
own attitude and they won't be prevented from achieving it.
Those with high levels are emotional control can choose how much of their emotional
state they reveal to others.
Those who are mentally tough and can control their emotional state and moods can
manage the mood of the people around them. An essential skill for those who lead or
manage people in organisations.
7. Commitment
“Courage and perseverance have
a magical talisman, before which difficulties
disappear and obstacles vanish into thin air.”
– John Quincy Adams
There’s no doubt that commitment is the precursor to success, just ask Andy Murray.
It’s taken him until the age of 29 to become world number one and despite years of
comparative failure he has stuck to the task until he succeeded.
Depending on how we look at goals and targets can have a big impact on
performance. Some people find them motivating while others view them as
intimidating and can induce a whole range of negative emotions and behaviours
including anxiety, fear, procrastination and absenteeism.
Those with scores on the low side may exhibit some or all the following behaviours:
1. Will avoid setting goals and targets – failure will expose them as “failures”.
Mentally tough people see failure as a learning opportunity, while those low in
commitment avoid setting goals to avoid the possibility of failure. They may have
an ‘away-from’ mindset as opposed to a ‘move toward’ mindset.
2. They find targets and deadlines intimidating.
As a result, they find goals and targets intimidating and may push back on setting
them or simply refuse. They focus on the end result rather than on the process and
may end up in a state of in-action.
3. Give up easily and find a reason for it.
They may adopt the mindset that if they don’t try then they can’t fail and as such
look for any opportunity to procrastinate.
4. Just-enough attitude.
Commitment sometimes goes hand in hand with engagement which is a pre-
requisite for discretionary effort. A lack of this, along with other signs may indicate
low levels of this facet of mental toughness.
5. Distract attention from the goal – “I would have done it but I did this other thing/ I
was asked to do something else, etc.”
This kind of language and a reluctance to prioritise when clearly capable of doing
so is often a clear indicator of low commitment and needs exploring further.
8. Other common attitudes behaviours that should serve as warning signs include: poor
punctuality, being unreliable and willing to let others down and responding
emotionally when given work.
As with all aspects of mental toughness, too high a degree of Commitment can have a
downside with people exhibiting obstinate, intransigent and stubborn attitudes and
behaviours. Other downsides can be: a tendency to over commit; perfectionism and
can intimidate others with goal orientation.
Developing Commitment in people has a whole host of benefits not least in helping
them to maintain focus and concentration even with intrinsically dull tasks. They will
also be able to handle and achieve things when faced with tough and unyielding
deadlines.
9. Challenge
“Our ability to handle life's challenges
is a measure of our strength of character.”
- Les Brown
Challenge or drive, describes to what extent you see challenges, change, adversity and
variety as opportunities or as threats.
As with other facets of mental toughness there are two sub-scales for this
component. Firstly, there is the attitude towards change and the second identifies
how individuals handle all outcomes and respond to stretching themselves.
People low in this scale of mental toughness may exhibit some of the following
behaviours:
1. Dislike change or variety of any sort
To a person low in challenge, change and variety may feel threatening, upsetting
the status quo. When dealing with these people it may be useful to think about
the SCARF model when trying to understand how the change may be being
perceived.
2. Don’t like shocks & surprises
People who are low in challenge often have an external locus of control meaning
they have limited ability to influence the outcome. This may go hand in hand with
an inclination toward pessimism and look for excuses.
3. Dislike new places, people, subjects, bosses, etc
The external locus of control means they may find adapting to new people and
places difficult.
4. Respond poorly to competitive types
Those low in challenge will often seek to avoid competition and may lack
assertiveness in dealing with those with a higher degree of confidence and
challenge.
5. Risk averse
They tend to have a fixed mindset and be happy with their lot, as opposed to
seeking to challenge and grow themselves from the process. They are often the
last to volunteer for new projects, presentations etc.
People high in challenge have an innate openness to learning and will see learning
and development in every outcome - whether successful or not. They will have an
attitude of, "This will not beat me" or "I know what to do next time".
10. It is one's perception of the situation, not necessarily the situation itself, that they
find challenging and therefore determines how they behave. In a business context,
there are multiple applications for this concept. While overall being high in challenge
is a good thing, there are potential downsides.
Someone with a high score may put themselves and others in the frame for tasks that
are not achievable. They may not be happy working in slow, stable environments and
may provoke change for change sake.
So while a high score in Challenge is a desired trait, the key is self-awareness - which
applies to everyone - as high levels in this area of mental toughness can carry the
seeds of problems and issues as much as low scores.
11. Confidence
“If you have no confidence in self,
you are twice defeated in the race of life.”
- Marcus Garvey
I’m sure everyone reading this has experienced first-hand a period, however fleeting,
of low self-confidence and can appreciate how hard it can be to perform when feeling
this way. As with control, confidence has two subsets: confidence in abilities and
interpersonal confidence.
It’s not given that low scores in one mean a low score in the other.
Those low in confidence may exhibit some of the following attitudes and behaviours:
1. Will be reluctant to express a view in a discussion or debate
This may be down to low scores in both or could be situational. Looking for
consistent behaviour here is important.
2. Low self-belief and will be reluctant to give presentations or do oral work
They be need lots of reassurance and external validation for their work. This often
makes them poor presenters until this has been addressed.
3. Will take critical remarks as confirmation of their limiting beliefs
A lack of confidence can mean their self-esteem is quite porous. Being mindful of
how feedback is delivered may be important as will how praise and recognition is
delivered.
4. May try to bluster and over-talk
While some people actively shy-away from presentations and may just clam up,
quite often the opposite behaviour is demonstrated.
5. Will be easily intimated and back down quickly
Without underlying confidence, many people will back down in the face of others
who are more confident, arrogant and even aggressive. This is counter-productive
in many organisations and in many roles where confidence is a pre-requisite for
good performance. Sales, medicine, education are just a few examples that spring
to mind.
6. May be a passive team worker and not contribute as well as they can
Low confidence in a person can also impact on team performance when that
person can’t take a full and active role in helping the team achieve their goals. This
can also lead to tensions and adverse behaviour if not addressed.
12. People high in interpersonal confidence are more assertive and less likely to be
intimidated in group settings. They are also more likely to have what it takes to see
through to a conclusion a difficult task or persevere in the face of a setback.
High levels in both are always, as in the case with the other facets of mental
toughness, a strength. However, without self-awareness it can create problems for
others.
Commons problems can include: taking on too much, extreme confidence which can
intimidate others, may appear arrogant or be perceived as bullies and sometimes
believe they are right even when they are wrong.
Improving confidence levels for those who score lower can have a big impact on job
performance and engagement levels. Those with very high levels can benefit from the
insight into their typical behaviours, positively impacting teamwork.
That’s why it’s important to be able to use a proven and reliable psychometric tool,
like the MTQ48 to be able to assess and feedback mental toughness.
So, there you have a brief guide to the four Cs of mental toughness and some of the kinds of
behaviours that people who are both low and high in these might exhibit.
Mental toughness is developable in each one of us. How we do that depends on
many factors including the person, the context in which they are operating and the
amount of time available. It can be learned but it does require practice.
13. In the main interventions fall into the following six categories:
➢ Positive Thinking – Controlling self-talk, mindset
➢ Visualisation – Guided Imaging, etc.
➢ Anxiety Control – Effective responses to stress etc.
➢ Attentional Control – Developing focus & minimising procrastination
➢ Goal Setting – Setting effective goals
➢ The MTQ48 test – Self-awareness provokes a positive response
These all help to develop the capability to deal with stress, pressure and challenge
and, where appropriate, to cope with these.
Years of research and real-life application in sports, business and education has
shown that developing a mental toughness mindset is key part of success. It is
strongly correlated with:
✓ Performance/Attainment
✓ Positive Behaviour
✓ Improved sickness/absence rates
✓ Increased productivity
✓ Improved approach to change
Staff at all levels of an organisation can benefit from developing their mental
toughness. By combining use of the MTQ48 measure with a programme of targeted
interventions staff will be better prepared for what life ‘throws at them’ and be able
to bounce back from setbacks.
They will be more resilient, more engaged more accepting of change and able to
embrace it; adopting a positive mindset to cope better with difficulties and
challenges.
14. I believe in the potential of every individual and
team to perform consistently at a level beyond
where they currently are, regardless of the
challenges and pressures they face.
My role is to help facilitate that performance
improvement.
To do this I specialise in developing the skills to
perform and communicate under pressure.
We have developed a range of training and development solutions that cater for
every budget and need. While the core of the training remains the same, we listen to
each client to provide a tailored solution according their needs and context. The tools
and techniques are chosen specifically for the delegates and consider a range of
factors gleaned after an in-depth fact-find session with the client.
IN-HOUSE TRAINING, 1-2-1 & REMOTE TRAINING
✓ Custom training design and delivery
✓ Psychological assessment tools for mental toughness, stress and more
✓ Suitable for individuals, groups and online
COACHING
✓ Individual and group/team coaching on mental toughness and stress
✓ Face to face/telephone/online
SPEAKING
✓ Seminars, workshops and lunchtime taster sessions
Mobile: 07771 892479 | Email: anthony@anthonytaylorltd.com