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Leadership stress
The document provides an overview of a webinar about leadership stress. It discusses how stress can impact leaders and organizations. It aims to help participants understand the effects of stress on leader performance, evaluate stress levels in leaders, and set actions to reduce destructive stress. The webinar covers measuring and managing stress levels using assessments and predictive models. It also discusses individual and team analysis to avoid stress.
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Leadership stress
- 1. Leadership Stress: AnIn-depth Look at How Stress Can Impact Leaders and Organizations Sherry Perkins VP Enterprise Solutions Services June 27, 2012
- 2. Introducing Profiles International WhoWe Are – Employee assessment specialists Profiles International: A High-level Overview • Founded in 1991 •World Leaders in Assessment Solutions • Delivered more than 45M assessments to •40,000 organizations across •Numerous Industry Sectors in •122 Countries and in Profiles International Founders Jim Sirbasku, CEO, and •33 languages Bud Haney, President www.profilesinternational.com Introducing Profiles International | 2
- 3. Your Facilitator ScheherazadePerkins, M.A. Organizational Development V.P. Enterprise Solutions Services 30 Years Experience Technology/Management/HR Business Owner Chair Waco WIB Alliance SCORE Counselor UOP Management Instructor sherry.perkins@profilesmail.com 254-399-5517
- 4. About the Author •David Creelman • Author of “Leadership as an HR Risk” (HR.Com Research Paper) • Management Consultant (International Experience) • MBA from the University of Western Ontario • B.S. Chemistry/Bio Chemistry from McMaster
- 5. Learning Objectives Audience This webinaris designed for business owners, executives, strategic managers and business professionals who want to understand more about the impact of stress in the life of a leader and the role of the organization in the managing stress levels for its leaders. Learning Objectives: • Describe stress levels in terms of its positive and negative impact on leader performance and effectiveness. • Evaluate stress levels among leaders within their organizations in terms of predictive stress indicators. • Set in place actions to anticipate and proactively eliminate the effect of destructive stress levels among leaders within their organizations.
- 6. Let’s Take a Pulse. • On average, how much stress do you experience in a typical work week? – About right – A little more than reasonable – Entirely too much
- 7. How about anotherpulse check. • Any body else in your situation would probably have. . . – Resigned – Resorted to Heavy Medication – Refused to Play
- 8. Why Do PeopleLive With Unreasonable Stress? • They don’t think they have any other options. • They enjoy living dangerously. • They don’t recognize the danger/downside of stress.
- 9. Reality of Stressand Leadership • Natural – A Part of Life as a Leader (Entry Fee to the Club). • Can Be Costly. • It’s predictable, measureable, manageable and frequently avoidable. Creelman ( May, 2012)
- 10. Gallup Five EssentialElements of Wellbeing • Career Well-being (your time) • Social Well-being (your relationships) • Financial Well-being ( your economic life) • Physical Well-being ( your health) • Community Well-being ( your engagement in the community) Gallup Interview with Rath and Harter (May, 2012)
- 11. Gallup Poll Results • Higher Well-being = 41% lower health-related costs • 60-year olds with higher well-being = 30-year olds with lower well-being • Higher well-being = 35% lower turnover rate Gallup Interview with Rath and Harter (May, 2012)
- 12. Annual Health-Related CostTo Employer 14,000 12,000 $11,709 10,000 8,000 $7,388 6,000 62% 4,000 $4,395 41% 2,000 0 Suffering Struggling Thriving Gallup Interview with Rath and Harter (May, 2012)
- 13. Risks of Stressand Leadership 1. Loss of senior talent due to burn-out 2. Deteriorating Engagement in the department 3. Bad decision making David Creelman, 2012. www.hr.com
- 14. Enhancing Your LeadershipCharisma: A Step-by-Step Guide Engagement = Productivity & Profitability “…we looked at fifty global companies over a year, correlating employee engagement levels with financial results... “The companies with high employee engagement had a 19% increase in operating income and 28% growth in earnings per share. Conversely, companies with low levels of engagement saw operating income drop more than 32% and earnings per share decline 11%.” Source: Towers Perrin ‘Global Workforce Study’ (surveyed nearly 90,000 employees in 18 countries) Enhancing Your Leadership Charisma: A Step-by-Step Guide |
- 15. Enhancing Your LeadershipCharisma: A Step-by-Step Guide Engagement = Productivity & Profitability …which equates to: …a 51% Gap in Operating Income! …a 39% Gap in Earnings per Share! …between high and low engagement organizations Source: Towers Perrin ‘Global Workforce Study’)) (surveyed nearly 90,000 employees in 18 countries. Enhancing Your Leadership Charisma: A Step-by-Step Guide |
- 16. Stress Model http://www.mindtools.com/stress/UnderstandStress/StressPerformance.htm
- 17. Study Finds Boredomcan Actually Kill You Rajshri on February 09, 2010 Researchers from University College London interviewed more than 7,500 people aged between 35 to 55 years in a three year period from 1985 to 1988. Last year, the researchers followed up on the study and found that almost 40 percent of those who admitted to feeling great deal of boredom had died. Read more: Study Finds Boredom can Actually Kill You | MedIndia http://www.medindia.net /news/Study-Finds-Boredom-can-Actually-Kill-You-64822-1.htm#ixzz1yAgySr00
- 18. Risks of Stressand Leadership 1. Loss of senior talent due to burn-out 2. Deteriorating Engagement in the department 3. Bad decision making David Creelman, 2012. www.hr.com
- 19. Decision-making Is Difficultto Isolate • Poorly thought-out • Irrational (based on erroneous information) • Erratic (unpredictable) • Slow (Analysis paralysis) • Half-baked, short-sighted • Lack integrity, unethical • Lack compassion, people- sensitivity • Non-existent (no decision is a decision)
- 20. Reality of Stressand Leadership • Natural – A Part of Life as a Leader (Entry Fee to the Club). • Can Be Costly. • It’s predictable, measureable, manageable and frequently avoidable. Creelman ( May, 2012)
- 21. Key Points 1. Loss of Senior Talent Due to Burn-out – Pre-mature Attrition – Health Care Costs – Decision-Making Impaired 2. Deteriorating Engagement in the Department – Lower Performance, Productivity and Profitability 3. Stress Levels Must Be Balanced David Creelman, 2012. www.hr.com
- 22. Assessing Risk (HowMuch is Too Much?) http://www.depression-anxiety-stress-test.org/take-the-test.html
- 23. Assessing Risk (HowMuch is Too Much?) http://www.depression-anxiety-stress-test.org/take-the-test.html
- 24. Risk Mitigation Programs Emergency Response • Stress Management Training • Employee Assistance Programs • “Ten Minute Fitness” • Coaches • Good habits • Group Interventions/Focus – Take a break Groups – Exercise – Think before Accepting Work – Create Predictable Time Off
- 25. Clearly defined Risk Mitigation Expectations understood Expectations reasonable Work pace Predictable Supervision provided Penalty for error? Self The Job The Boss Environment
- 26. Risk Mitigation Howdo you learn? How do you work? What do you enjoy? What motivates you? What frustrates you? What is your greatest fear? Self The Job Are your talents being fully utilized? The Boss Environment
- 27. Risk Mitigation Self The Job What is the boss’ The leadership style? Boss Environment How effective is the communication between you? How comfortable are you in being candid with the boss? How candid is the boss with you?
- 28. Risk Mitigation Self The Job The Boss Environment Work stability Silos and clicks? Informal pecking order? Innovation encouraged?
- 29. Risk Mitigation Clearly defined How do you learn? Expectations understood How do you work? Expectations reasonable What do you enjoy? Work pace What motivates you? Predictable Are your talents Self The Job Supervision provided being fully utilized? Penalty for error? FIT The Boss Environment Work stability Silos and clicks? Informal pecking order? Leadership style Innovation encouraged? Leadership communication Candor / Trust
- 30. The Real You What I can What the expect employee from the will need employee. from me.
- 31. The Real You What I can What the expect employee from theFIT will need employee. from me.
- 32. Using Assessments toPredict Behavior PPI Report PTA Report
- 33. What Can AssessmentsTell Us About People? What I can What will expect theyneed from from us? them?
- 34.
- 35. Stages of ConcernModel Improve or Choose Better Collaboration or Solution Implementation Consequences Management Personal Informational Awareness Scale 4(C ) Scale 3 (S) Scale 2 (I ) Scale 1 (D) Concerns Based Adoption Model (CBAM), Hall and Rutherford (1979) Retrieved from http://www.techlearning.com/article/42264
- 36. Sample Team Analysis D I S C D I S C D I S C Numbers represent members of the team. The team represents the team leader. The 3 represents a new team member.
- 37. Reality of Stressand Leadership • Natural – A Part of Life as a Leader (Entry Fee to the Club). • Can Be Costly. • It’s predictable, measureable, manageable and frequently avoidable. Creelman ( May, 2012)
- 38. Key Points 1. Stress Levels Can Be Measured. 2. Stress Levels Can Be Managed. – Assessments – FIT 3. Stress Levels Can Be Avoided. – Predictive Models – Individual and Team Analysis David Creelman, 2012. www.hr.com
- 39. Learning Objectives Audience This webinaris designed for business owners, executives, strategic managers and business professionals who want to understand more about the impact of stress in the life of a leader and the role of the organization in the managing stress levels for its leaders. Learning Objectives: • Describe stress levels in terms of its positive and negative impact on leader performance and effectiveness. • Evaluate stress levels among leaders within their organizations in terms of predictive stress indicators. • Set in place actions to anticipate and proactively eliminate the effect of destructive stress levels among leaders within their organizations.
- 40. What’s Next? • Survey your organization to determine the level of engagement of your workforce? • Examine your team for pockets of imbalance and high stress levels? • Assess one of your leader’s to determine the sources of stress and measures needed to counteract.
- 41. Who Wants aFree Leader Assessment? Yes / No
- 42.
- 43. Contact Us Profiles Assessment Asia (Pte.) Limited An Authorized Strategic Business Partner of Profiles International 14 , Robinson Road, #08-01A, Far East Finance, Singapore 048545 Email: info@profiles.com.sg Telephone: 65717031 Fax: 63334636 Website: http://www.profiles.com.sg Share , Connect and Follow Us Know your people..Grow your business