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Managing & overcoming performance pressures
This document provides an overview and objectives for a workshop on managing and overcoming performance pressure. The workshop covers topics such as stress awareness, identifying stressors, managing performance pressure through stress control techniques, and overcoming performance pressure through stress management of internal and external stressors. Specific techniques taught include identifying personality types, signs of stress, causes of stress, relationship stressors, work stressors, and coping strategies to deal with anxiety, manage self-image and self-esteem, and reprogram negative thinking patterns.
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Managing & overcoming performance pressures
- 1. Managing and Overcoming Performance Pressure
- 2. Workshop Objectives Introduction andCourse Overview Performance Pressure Awareness Stress Test – How stressed are you? Managing Performance Pressure – Stress Control Control Coping- Identify and deal with Stressors Overcoming Performance Pressure – Stress Management - Internal Stressors – Coping Strategies 2 2
- 3. Performance Pressures Beware OfThe Dangers • Increasingly, evidence is emerging of people working long hours, thereby putting health and family relationships at risk • Pressures to compete and meet ever-increasing demands of customers (as well as the need to hang on to a job) are forcing people to spend more of their time working • Whilst stress does have its benefits, too much can cause errors of judgement, mistakes, accidents and damage to health • Some people are more vulnerable to stress from overwork than others • Not only are there Type „A‟ personalities but Type „A‟ organisations - is yours one? 3 3
- 4. Performance Pressure Personality TypesA/B Type A Type B • Try to do more and faster • Easygoing • Concerned with speed, • Take difficulties in their stride performance and productivity • Spend time on what they‟re doing • Tend to be aggressive, impatient, • Rarely harassed intolerant, hard driving and always hurried • Take time to ponder alternatives • Preoccupied with time • Usually feel there‟s plenty of time • Start early and finish late • Not as preoccupied with time • Strong competitive tendency • Less prone to heart attacks • Always want to succeed • More likely to have heart attacks 4 4
- 5. Stress Test –How Stressed Are You? Ask Yourself? • How do you cope with the following situations: • Driving in rush hour • Getting a last minute work assignment • Misplacing something in the house or having something break while using it • Dealing with incompetence at work • Planning your budget • Being blamed for something • Waiting in a long line at the store or bank WHAT ACCORDING TO YOU IS STRESS? 5 5
- 6. Performance Pressure Signs OfStress Physical • Headaches, indigestion, throbbing heart, allergies, infections, twitching, nausea, tiredness, weight loss/gain, vague aches and pains Mental • Indecision, making mistakes, forgetfulness, poor concentration, easily distracted, worrying more, making hasty decisions Emotional • Irritability, anger, alienation, nervousness, apprehension, loss of confidence, tension, cynicism, job/life dissatisfaction Behavioural • Unsociable, restless, unable to unwind, appetite loss/gain, increase in drinking/smoking, taking work home, too busy to relax, poor personal management 6 6
- 7. Performance Pressure Causes –The 'How' Of Stress Where you work Red tape, changes, demands from customers, uncertain future, technology changes, poor job understanding, lack of networking, low focus on key performance indicators Your job Volume of work (too much/little), deadlines, pressures, being responsible for staff, wrong assumptions, poor teamwork, interpretation problems Your career to date Still not found your niche, no clear goals, reached your plateau, ambition Your relationships Colleagues, friends, partner, boss, staff, children and families Conflicts Unable to find a balance between work and home; worried about money Self-imposed Giving yourself a hard time, materialism, low self-image, poor self- management 7 7
- 8. Performance Pressure Stress –What is it? What Is Stress? Stress is a condition or feeling experienced when a person perceives that demands exceed the personal and social resources the individual is able to mobilize The Bad News Stress is an inescapable part of modern life The Good News Stress Isn't Altogether Bad News Stress results in : • Wear and tear” of our body • Physical & emotional effects • Positive or negative feelings. • + ve compels us to take action. • Eg- deadlines, competition, confrontations etc. • - ve feelings of distrust, rejection, anger, depression 8 8
- 9. Stressors, Stress andStrain Stress is the physiological and psychological response to demands that are perceived to be challenging or threatening. • The Interrelationships Strain Stressors (physiological) (physical) Cognitive Strain Appraisal STRESS (behavioural) Strain (psychological) 9 9
- 10. Performance Pressure The “Why” Of Stress It is all a matter of PERCEPTION • Right perceptions lead to CONSTRUCTIVE STRESS • Wrong perceptions lead to DESTRUCTIVE STRESS RESS ST BURN OUT EFFECTS • Complaints of fatigue, being overworked, exhaustion • Shows loss of enthusiasm, energy, drive, pep team spirit • Shows loss of imagination, creativity, refusal to take risks • Becomes defensive easily, has poor relationships with key people • Is disorganized, has poor recall, memory loss 10 10
- 11. Two Types OfCoping – Their Effects on Burnout CONTROL COPING (taking charge Reduces over one’s life) BURNOUT Strengthens ESCAPE COPING (passively letting things happen to you) 11 11
- 12. Managing Performance Pressure ControlCoping – Identify and deal with Stressors • Identify Stressor • Try to reduce or eliminate it • Change your response to it • Use coping resources available • Develop new coping resources • Identify and create additional coping resources 12 12
- 13. Managing Performance Pressure RelationshipStressors - Working With Your Boss THINGS TO CONSIDER Aims and values • What does he want for himself and others? • How ambitious is he? Strengths and weaknesses • What is she good at, likes/dislikes doing? • Is she good at ideas or relies on others to do the thinking? Working style • Does he prefer written or verbal reports, like or dislike formal meetings, like to be presented with solutions, prefer things simple and straightforward? Circumstances • What are the pressures on her? How does she get on with her boss? • What‟s happening at home? 13 13
- 14. Managing Performance Pressure RelationshipStressors - Working With Your boss DEVELOPING THE RELATIONSHIP The relationship you develop needs to recognise: • Your styles, goals, strengths, circumstances • Need for a constructive exchange of information and ideas • Dependence on each other for progress Get involved and keep close: • Find out what your boss is working on • Share strengths and remove or avoid sources of conflict • Don‟t rely on him or her for constant guidance; you can provide: - ideas and alternative ways of looking at situations - your views of the problems and solutions • Invest time getting to know how your boss operates and what he or she expects. 14 14
- 15. Managing Performance Pressure RelationshipStressors - Handling Pressure From Your Boss WHAT TO DO IF ... • He makes unrealistic demands: • Explain how you feel about it • Remind him about your other current work load • Try saying „no‟ • She doesn’t tell you what’s going on: • Think why this might be (politics or something you have done) • Try and find out elsewhere • Confront her; again, be assertive - tell her how you feel • He’s inconsistent: • Remind him of the decisions/policies, etc • Find out why - it may be an organisational problem/difficulty 15 15
- 16. Managing Performance Pressure RelationshipStressors- Working With A Team WHAT MAKES A GOOD TEAM? • Common goals/objectives agreed by all members • Sound procedures and ways of working • Appropriate leadership • Openness and confrontation • Co-operation and conflict • Regular review: „What are we trying to achieve?‟ • Get on well with others in and outside the organisation • Opportunities for individual growth Good teams (in practice) also: • Display plenty of energy, activity, laughter and humour • Are loyal to each other and don‟t run down others • Take initiative and show enterprise • Listen to each other and outside views 16 16
- 17. Managing Performance Pressure WorkStressors - Interruptions WHERE DO THEY COME FROM? • Boss • Who often has the power when it comes to setting priorities • Subordinates • The more accessible you are, the more they‟ll use/abuse you • Fellow workers • Interrupt for many reasons from social to work-related • Clients and customers • These you can‟t ignore • Phone • Sounds familiar • Interruptions blow you off course, but they can be managed. 17 17
- 18. Managing Performance Pressure WorkStressors - Handling Interruptions • When you‟re interrupted, ask yourself what‟s more important: the interruption or what you‟re working on? • Keep a „To Do‟ list to re-focus on what you should be doing • Try to keep interruptions short - „What do you want, why, when, etc?‟ • Keep a log of who/what interrupts you; a pattern may emerge • Be assertive; learn to deal with „Have you got a minute?‟ • Invent a deadline • Continue to look busy - stand up to interruptions - remove the chair in front of your desk - reduce eye contact - collect your papers, check your watch • Go to them - this way you can leave any time • Learn to say „no‟ • Plan a quiet hour 18 18
- 19. Managing Performance Pressure WorkStressors – Managing Self and Time • Acknowledge that you‟ll never have all the time you need to do what you want • Recognise that lack of time is often a symptom of other problems (eg: poor planning, inability to prioritise, taking on too much) • Remember that if things are really important you‟ll find the time - from somewhere • So ... • Build on what works for you • Don‟t set out to make dramatic changes to the way you operate - try new ideas gradually • Try working smarter and not simply harder • Above all, if managing time is a problem for you, do something 19 19
- 20. Managing Performance Pressure WorkStressors - Practical Tips • Remember, you have some choices - do nothing, fight it or learn to manage it by: • Identifying what causes you stress and how it shows itself • Improving your listening skills – busy people can be bad listeners • Learning to Prioritize • Concentrating on what must be done and cutting out all those non- essential meetings, phone calls and visitors • Learning to delegate and trust others; none of us is indispensable • Learn to say 'no' – don't take on everything that comes your way • Pacing yourself; have 10 minute breaks throughout the day • Being tidy and organised; untidiness creates its own problems • Learning to relax and switch off - DON’T take work home • Get a balance between work and home; your life is important too! 20 20
- 21. Overcoming Performance Pressure StressManagement Should we let stress control us…..a big question? Stress Management is the ability to maintain control when situations, people, events make excessive demands Coping Strategies Deal with Anxiety What is your Self Concept How do you evaluate your Self Image Self Esteem Do you have a love or high Self Esteem What „s on your mind Desensitize and Reprogram yourself Know your emotional triggers Work on your Self Concept, Self Image and Self Esteem 21 21
- 22. Overcoming Performance Pressure Dealwith Anxiety Wipe out Worry • Postpone worrying • Be realistic about the downside • Focus on your successes • Take a short relaxation break • Recognise and admit that you are feeling stressed and anxious • Give yourself permission to feel anxious about whatever it is that is bothering you. But ask “How much anxiety is too much" • Try to pinpoint what it is you are anxious about. • Become aware of your body's symptoms. Don't let them scare you, let them talk to you 22 22
- 23. Overcoming Performance Pressure Internal Stressors – What Is Your Self Concept? • Self Concept is the idea we have in our head about who and what we are • It is what you understand about yourself, how you define yourself • Of all the judgments you make in life, none is as important as the one you make about yourself. • Once we have an idea fixed in our head we reinforce it subconsciously • Self Concept is linked to Self Image, Self Worth and Self Esteem • If your Self Concept has too many negative aspects it can be bad for your Self-Esteem 23 23
- 24. Overcoming Performance Pressure Howdo you evaluate your Self Image? The Successful Way You Look At Yourself Your Self Image isn't just what you see in the mirror It includes the thoughts you have about your appearance, your strengths and weaknesses as well as how you think others perceive you Many people have a distorted self image with negative labels attached to them Our Self Image is shaped by: What we are told about ourselves when we are young The world you live in Advertising and media Often these standards are impossible to uphold A negative Self Image creates massive stressors in your life – disappointment with self, doubt, feeling of failure Look into the mirror of your life and get a realistic view of yourself Appreciate who you are and what you have Tell yourself – I like what I see in the mirror and I like what I see in my life 24 24
- 25. Overcoming Performance Pressure InternalStressors – Self Esteem You are the only person in the world that can establish, build and nurture your Self-Esteem • Self Esteem is your control, your approach to the attacks of "reality" • Your self-esteem is your appraisal, your evaluation and your feelings about yourself. Your opinion of the person who you have been living with since you were born: Yourself. Where does Self Esteem Come from? • You are not born with low Self Esteem • It is something you have learned from reactions to things that have happened to you and people you have interacted with. Self Esteem can be damaged by • Negative comments from primary care givers • Disappointment in relationships • Abusive relationships • Major mistakes in life Your Inner Critic is the worst enemy of Self Esteem echoing the negative talk you have heard from others 25 25
- 26. Overcoming Performance Pressure Internal Stressors – Do you have low or high Self Esteem Signs of Low Self Esteem • Negative Self talk – ways that your thinking can be distorted • Frequently apologizing • Focusing on your flaws • Rejecting positive comments or compliments • Avoiding risk • Avoiding eye contact • Pessimism People with high self-esteem • Have confidence in their ability to meet day to day challenges • Don‟t spend a lot of time worrying about what other people think of them. • Don‟t have a need to put down other people • Are able to learn from their mistakes • Are able to laugh at themselves • Are able to take criticism without being devastated or crippled by it 26 26
- 27. Overcoming Performance Pressure InternalStressors – What's on your Mind? The way you think • Negative thinking • Inappropriate Self Talk • All or nothing thinking • Overgeneralization • Mental filter • Discounting the positives • Magnification or minimization • Emotional reasoning • “Should” statements • Labelling • Blame Take responsibility and make some positive changes 27 27
- 28. Overcoming Performance Pressure Desensitize And Reprogram Yourself • Deal with high or unrealistic expectations • Recognize your own ability and potential • Tune out abusive remarks. They are only words, even though they hurt. • Stay calm and don‟t give your „opponents‟ the satisfaction of seeing you react in front of them (deal with your feelings later). • Change your automatic negative emotional response to a positive one (with humour, If you can). 28 28
- 29. Overcoming Performance Pressure Internal Stressors - Know Your Emotional Triggers Know Your Emotional Triggers • We all have our triggers - words, expressions, a look in the eye - which press that button marked blast off. • If you want to see sparks coming from my eyes, just call me stupid. Your key task: • Ask yourself: „What hurts me most? Why? • How do I react?‟ • Get to know your triggers and work on neutralising them. 29 29
- 30. Self Concept, SelfImage, and Self Esteem Believe In Yourself • Recognize that your self concept can be mistaken and correct it • Be aware of the Inner voice that drags you down • Change your attitude – do not behave in a self defeating way • Think positively about yourself and about the situation. Matters can be resolved if you believe they can. • Think positively about the difficult person -hard to do but it helps to prevent a build up of your own antagonism. • Believe that you deserve better Remember – your thoughts and feelings affect your self esteem and your self esteem in turn drives the way you think and feel 30 30
- 31. Reactive Behaviour andProactive Behaviour Try to respond and not react • Stimulus –Response • Between them there is some space or Time • We can utilize that time to decide our response to people or situations Stimulus Response Freedom of Choice Anticipation! Advance Planning! Foresight! 31 31
- 32. Managing and OvercomingPerformance Pressure Remember that: In the short run, anyone, can be a victim, even you In the long run, there are no victims--- only willing participants The key to winning back your time is to be more effective at being rather than doing You don‟t have to catch the ball every time someone throws it at you Learn how to say NO!! You are more resourceful than you often acknowledge and You always have more options than you know 32 32
- 33. Managing and OvercomingPerformance Pressure • Encourage yourself • Think positive • Get to know yourself • Help others • Choose your friends wisely • Stand up for your rights as a person • You have the right to change your mind • Use daily affirmations to hijack negative thoughts • Have a Winner Mentality 33 33
- 34. ® Leading People. Leading Organizations. Thank you 34 34
Editor's Notes
- #4 American researchers identified two types of managers - Type ‘A’ who, though thriving on stress, are vulnerable to its effects, and Type ‘B’ who rarely let events disturb them
- #6 Ask for examples. It is very important to make them realise, how they felt during these situations. Ask them to share different symptoms of stress.This exercise can be done individually on paper, in an open group sharing, or dividing the participants into groups and each group lists Physical, Physiological, Emotional, Mental, Behavioral
- #8 The “HOW” OF STRESSAsk :What are the reasons for STRESSPoor health issues Stress due to ColleaguesJealousyBack bitingPulling you downBetter performance than yoursNot sharing information and dataBetter rapport with boss Boss Induced StressGot firedUnhappy with your performanceLittle or no recognition for a job well doneHumiliation in front of othersRelationship issuesLess deserving people get rewardedOverburdened Lack of knowledge
- #10 WHAT ARE STRESSORS? Stress is how people react to demands placed on them.Stressors are events that threaten or challenge people. Stressors are the actual conditions or situations at work that require an adaptive response on the part of the employee (e.g. reprimand, having too little time, etc.). What is important is our perception and subjective interpretation of the stressor. WHAT ARE STRESSORS? Stress is how people react to demands placed on them. Stressors are events that threaten or challenge people. Stressors are the actual conditions or situations at work that require an adaptive response on the part of the employee (e.g. reprimand, having too little time, etc.). What is important is our perception and subjective interpretation of the stressor.
- #11 Ask – What does perception mean?
- #17 CREATING A TEAM THAT WILL GROW1 Try to get a balanced team● Use individual abilities (known and unknown)● Bring in new skills and abilities● Identify individual/group strengths and shortcomings● Define the task clearly● Provide objectives that inspire people2 Generate energy● Involve all the team● Share responsibilities● Aim to create loyalty and confidence● Encourage creativity and ideas (avoid ‘Yes ... butting’)
- #25 Many people have a distorted self image. They have attached labels to themselves; fat, weak, stupid, homely. Often the negative labels outweigh the positive ones. Ask any person to list of ten things they dislike about themselves and they can probably rattle them off without hesitation. Ask for ten good things - that’s another story!The world you live in often operates by making you dissatisfied. You are presented with advertising that tells you how you should look to be considered attractive. Never mind that only a tenth of a percent of the population of the world can even come close to their idea of ‘perfection’! Most of us will never be runway model thin, or have the ‘ideal’ cheekbones. You are also told what makes a person ‘successful’ or ‘smart’ or ‘strong’ - again, with the presentation of standards that are almost impossible to uphold! This breeds a tendency for the average person to be disappointed in themselves, leaving you with a sense of having fallen short - and then you begin to suspect that others find you lacking as well!. You look at yourself and your life and you feel that you have failed somehow. You have to realize that not being on the ‘A list’ does not mean you are a failure. Not being a lawyer doesn’t mean your IQ is low! Your self image should not be predicated on the length of your eyelashes or what kind of car you drive.You should be able to answer the question ‘what do others think of me?’ with an honest ‘it doesn’t matter, because I am happy with myself. I like what I see in the mirror, and I like what I see in my life.’ Once you start to appreciate who you are and what you have, you will naturally have a healthier, happier image of yourself!A negative self image creates massive stressors in your life because you are always in doubt, never feeling like you fit in and never thinking you are good enough. Dissatisfaction, disappointment, sets in.The Solution to this is to look into the mirror of your life and get a realistic view of yourselfAppreciate who you are and what you haveTell yourself – I like what I see in the mirror and I like what I see in my life
- #26 Psychologist Eugene Sagan describes the negative inner voice that criticizes and attacks you: your pathological critic. When your self-esteem is low, is it because your pathological critic is in your head? Can you change those thoughts?
- #28 Eliminate Negative thinking and negative self-talkLearn to avoid “Inappropriate Self-talk”. Learn not to worry about things over which we have no control.Listen to the dialogue within yourself. Are you filling yourself with negative thoughts about a certain situation? Listen to the dialogue of those around you. Is someone around you being negative and dragging you down with them? Deal with high/ wrong expectationsAre you overwhelming yourself with "should" and high expectations? If so, which ones would you eliminate? Be Positive - Positive AppreciationGive yourself positive reinforcement for even the smallest accomplishments.Stop the blame game and take responsibilityAre you blaming someone else for your anxieties, unhappiness, poor health, lack of success or whatever? Take responsibility for yourself and make some positive changes?
- #29 EXPECTATIONS Vs FULFILMENT
- #30 If you do know what it is that is bothering you, what can you do to eliminate or minimise the situationMost importantly, how can you react differently so you won't be so affected by this situation?BELOW-THE-BELT VERBAL ABUSESome people can resort to real below-the-belt stuff. They attack your intelligence, sanity, race, gender, appearance and understanding. Expose your Achilles’ heel and they’ll stick their verbal dagger in it.Negative trigger words threaten self-esteem and personal image, even if our logical brain tells us otherwise.We make associations between words and feelings that go back to childhood. As a child, did you get called lazy, no good and a waste of space? If so, that’s why you react today when someone ‘pulls your strings’.Disconnect the flow of negative energy from your thoughts, emotions and actions, and disconnect yourself from the situation. Begin a closing down process. Neutralise your feelings. Take a clinical approach. Deal with the situation in the here and now rather than as a painful reminder of a past event. Change your perception of their psychological power. Above all, make use of amused detachment. There’s nothing like humour to turn difficult behaviour into something manageable