The document discusses stress management and provides information on what stress is, common signs and symptoms of stress, and how to manage stress. It defines stress as feelings of pressure or demands and notes that stress can affect people physically and mentally. Common signs listed include sleeping problems, sweating, and difficulty concentrating. The document recommends recognizing early signs of stress and provides tips for managing stress such as learning relaxation techniques, exercising regularly, and using good time management. It advises seeing a doctor if stress symptoms are severe or self-help methods are not working.

1. Stress Management

2. What is Stress?
Stress is the feeling of being under
too much mental or emotional
pressure
Example of only mental stress?
Example of only mental or emotional
stress?
Both together make the condition
worse when you feel unable to cope
Addition of physical pressures make
it worst which can lead to fatality.
What is Stress?

3. What is Stress?
People have different ways of reacting to
stress
A situation that feels stressful to one
person may be motivating to someone else
Many of life’s demands can cause stress,
particularly work, relationships and money
problem.MMany of life’s demands can
cause stress, particularly work, relation
About Stress..?

4. NEW MARKET SPACE
When you feel stressed, it can get in the way of
how to meet the demands, or can even affect
everything you do.
Stress can affect how you feel, think, behave
and how the body works(palpitation/numbness)
Common signs of stress include sleeping
problems, sweating, loss of appetite and
difficulty concentrating
You may feel anxious, low in self esteem, and
you may have racing thoughts, worry constantly
or go over things in your head.
About Stress..?

5. You may notice that you lose your temper more
easily, drink more or act unreasonably.
You may also experience headaches, muscle
tension or pain, or dizziness.
Stress causes a surge of hormones in your
body.
Once the pressure or threat has passed, your
stress hormone levels will usually return to
normal.
About Stress..?

6. NEW MARKET SPACE
Stress is not an illness itself, but it can cause
serious illness if it isn't addressed.
It's important to recognise the symptoms of
stress early
Recognizing the signs and symptoms of stress
will help you figure out ways of coping and save
you from adopting unhealthy coping methods,
such as drinking or smoking
Spotting the early signs of stress will also help
prevent it getting worse and potentially causing
serious complications-like hyper tension
How to manage Stress?

7. There is little you can do to prevent
stress, but there are many things you
can do to manage stress more
effectively, such as-
Learning how to relax
Taking regular exercise and
Adopting good time-management
techniques.
How to manage Stress..?

8. • If you've tried self-help techniques and
they aren't working,
• You should go to see your GP. They
may suggest other coping techniques
for you to try or recommend some
form of counselling or cognitive
behavioural therapy (CBT).
When to see your GP about
your stress levels

9. Cognitive Behavioural
Therapy (CBT)
• CBT is a talking therapy that can help
you manage your problems by changing the
way you think and behave.
• CBT cannot remove your problems, but can
help you manage them in a more positive
way. It encourages you to examine how your
actions can affect how you think and feel.
• Talking and changing your behaviour can
change how you think (cognitive) and what
you do (behaviour). This can make you feel
better about life.

10. If your stress is causing serious
health problems, such as high blood
pressure, you may need to take
medication or further tests
Mental health issues, including stress,
anxiety and depression, are the
reason for one-in-five visits to a GP.
How to manage Stress..?

11. There is little you can do to prevent
stress, but there are many things you
can do to manage stress more
effectively, such as-
Learning how to relax
Taking regular exercise and
Adopting good time-management
techniques.
How to manage Stress..?

12. What is Stress?
If you're not sure what's causing your
stress, keep a diary and make a note of
stressful episodes for two-to-four weeks
Then review it to spot the triggers
Things you might need to write down are:
the date, time and place of a stressful episode
what you were doing
who you were with
how you felt emotionally
what you were thinking
what you started doing
Recognise your stress
triggers

13. What is Stress?
how you felt physically
take a stress rating (0-10 where 10 is the most
stressed you could ever feel)
You can use the diary to:
work out what triggers your stress
work out how you operate under pressure
develop better coping mechanisms
Doctors sometimes recommend
keeping a stress diary to help them
diagnose stress
PLEASE DO IT AND KEEP BETTER
Recognize your stress
triggers

14. Crisis Management

15. What is Stress?
Any event that is expected to lead to an unstable
and dangerous situation affecting individuals,
groups, organizations,community
Crises are deemed to be negative changes,
security, economic, political, public health, or
environmental affairs, especially when they occur
abruptly, with little or no warning.
More loosely, it is a term meaning 'a testing time'
or an 'emergency event'.
Examples:
What is a Crisis?

16. What is Stress?
Natural disaster
Workplace bombing
Plant explosions
Executives or key employees kidnapping
Terrorist attack
Hostile take over
Personnel assault
Litigations/ arrests of key personnel
Sabotage
Employee unrest
Forms of Organizational Crisis?

17. What is Stress?
A crisis Management is systematic
anticipation of and preparation for
events that could damage any
organization
Reputation, profitability or survival
Viewed negatively as “managerial
fire fighting” waiting for things to go
wrong, then scurrying to limit the
damage.
How about Managing Crisis?

18. What is Stress?
Developing a crisis management
program
Conducting a Crisis Audit
Formulating Contingency Plans
Creating a Crisis Management
Team
Perfecting the program through
Practice
How about Managing Crisis?

19. Key elements of Crisis Management Program
Crisis Management
ANTICIPATE
(Disaster scenarios
by ‘what ifs’)
PLAN
(Warning, actions, consq)
STAFF
(Relevant specialists)
PERFECT
(Simul,Drills,mock, Mgt support)
Conduct a crisis
audit
Formulate
contingency
plans
Create a crisis
management
team
Perfect the
program
through practice

20. THANK YOU FOR
BEING WITH ME

21. TESTING GROWTH POTENTIAL OF A
PORTFOLIO OF BUSINESSES
Pioneers
Migrators
Settlers
Today Tomorrow
Settlers –
Cash generators
low growth trajectory
Need to push for value
innovation
Fallen into competitive
benchmarking, imitation and
intense price competition
Migrators –
Reasonable growth expected
Not exploiting its potential
growth
Risks being marginalized by
company that value-innovate
Pioneers –
Maximum growth potential
Consume cash at the outset
Need to balance between profitable growth and cash flow at a given point in time

22. PART ONE: BLUE OCEAN STRATEGY
1. CREATING BLUE OCEANS
2. ANALYTICAL TOOLS AND FRAMEWORKS
PART TWO: FORMULATING BLUE OCEAN STRATEGY
3. RECONSTRUCT MARKET BOUNDARIES
4. FOCUS ON THE BIG PICTURE, NOT THE NUMBERS
5. REACH BEYOND EXISTING DEMAND
6. GET THE STRATEGIC SEQUENCE RIGHT
PART THREE: EXECUTING BLUE OCEAN STRATEGY
7. OVERCOME KEY ORGANIZATIONAL HURDLES
8. BUILD EXECUTION INTO STRATEGY
9. SUSTAINABILITY AND RENEWAL
CONTENTS

23. THE THREE TIERS OF NON-CUSTOMERS
Third
Tier
Second
Tier
First
Tier
Your
Market
First Tier of Non-customers:
• Sit at the edge of market
• Purchases minimally out of
necessity but mentally non-
customer
• If offered a leap in value – will
stay and multiply frequency of
purchases
Second Tier of Non-customers:
• Refuse to use industry’s
offerings – either do not use or
cannot afford
Third Tier of Non-customers:
• Who have never thought your
market’s offerings as an option
• Not thought of as potential
customers and assumed belong
to other market

24. 4th PRINCIPLE OF BLUE OCEAN STRATEGY –
GET THE STRATEGIC SEQUENCE RIGHT
Buyer Utility
Is there exceptional buyer
utility in your business idea?
Price
Is your price easily accessible
to the mass of buyers?
Cost
Can you attain your cost target
to profit at your strategic price?
Adoption
What are the adoption
hurdles in actualizing your
business idea? Are you
addressing them upfront?
A Commercially
Viable
Blue Ocean Idea
NO –
Rethink
NO –
Rethink
NO –
Rethink
NO –
Rethink
YES
YES
YES
YES

25. UNCOVERING THE BLOCKS TO BUYER UTILITY
Purchase Delivery Use
Supple-
ments
Mainte-
nance
Disposal
Customer Productivity – in which stage are the biggest blocks to customer
productivity?
Simplicity – in which stage are the biggest blocks to simplicity?
Convenience – in which stage are the biggest blocks to convenience?
Risk – in which stage are the biggest blocks to reducing risks?
Fun and Image – in which stage are the biggest blocks to fun and image
Environmental cleanliness – in which stage are the biggest blocks to
environmental friendliness?

26. TESTING FOR EXCEPTIONAL UTILITY
1.
Purchase
2.
Delivery
3.
Use
4.
Supplements
5.
Maintenance
6.
Disposal
The Six Stages of the Buyer Experience Cycle
Customer
Productivity
Simplicity
Convenience
Risk
Fun and
Image
Environmental
friendliness
TheSixUtilityLevers
THE BUYER UTILITY MAP

27. THE PRICE CORRIDOR OF THE MASS
STEP 1: Identify the price corridor
of the mass
Three alternative product/service types:
Different form
Same Different form, and functions,
form same function same objectives
Size of circle is proportional to number
of buyers that product/service attracts
STEP 2: Specify a price level
within the price corridor
High degree of legal and
resource protection
Difficult to imitate
Some degree of legal and
resource protection
Lower degree of legal
and resource protection
Easy to imitate
Mid-level pricingPrice Corridor
of the mass

28. THE FOUR ORGANIZATIONAL HURDLES
TO STRATEGY EXECUTION
1. Cognitive Hurdle
An organization
wedded to the
status quo
2. Resource Hurdle
Limited resources
4. Political Hurdle
Opposition from
powerful vested
interests
3. Motivational Hurdle
Unmotivated staff
Tipping Point Leaders focus on points of disproportionate influence – to
topple the four hurdles that limit the execution – fast and low cost
ORGANIZATIONAL
HURDLES

29. CONVENTIONAL WISDOM versus
TIPPING POINT LEADERSHIP
Company
Mass of Employees
Conventional Wisdom
Company
Extremes Extremes
Tipping Point Leadership
Theory of organization change rests on transforming the mass. So change efforts
are focused on moving the mass, requiring steep resources and long time frames
To change the mass, focus on the extremes – people, acts, and activities that exercise a
disproportionate influence on performance to achieve a strategic shift fast at a low cost

30. How Fair Process Affects People’s Attitudes and Behavior
THE POWER OF FAIR PROCESS
Fair Process
Engagement
Explanation
Expectation clarity
Trust and
Commitment
“I feel my
opinion counts”
Voluntary
Cooperation
“I’ll go beyond
the call of duty”
Exceeds
Expectations
Self-initiated
Strategy
Formulation
Process
Attitudes
Behavior
Strategy
Execution
Fair process builds
execution into strategy by
creating people’s buy-in
upfront
When fair process is exer
cised in strategy-making
process, people trust that a
level playing field exists
This inspires them to
cooperate voluntarily in
executing the resulting
strategic decisions
Voluntarily cooperation
involves going beyond the
call of duty, exerting energy
to the best of their abilities to
execute resulting strategies

31. THE EXECUTION CONSEQUENCES OF
FAIR PROCESS IN STRATEGY MAKING
Fair
Process
Intellectual
And Emotional
Recognition
Trust and
Commitment
Voluntary
Cooperation in
Strategy
Execution
Violation of
Fair Process
Intellectual
And Emotional
Indignation
Distrust and
Resentment
Refusal to
Execute
Strategy
Presence of Fair Process
Absence of Fair Process