Chapter 2 Managing Personal Stress How can you

Chapter 2: Managing Personal Stress How can you control your own stress, and the stress of your employees?

Managing Stress: Objectives Eliminate stressors Develop resiliency Cope temporarily with stress 2

Stress Reduces national economy by $500 billion Leaves almost half of all adults with health problems Causes between 60 and 80 percent of industrial accidents In workplace, is primarily caused by incompetent management 3

Managers Who Experience Stress. . . selectively perceive information fixate on a single approach to a problem overestimate how fast time passes adopt a crisis mentality consult and listen to others less rely on old habits are less able to generate creative thoughts 4

Stress as a Force Field Current Level of Functioning Driving Force A Restraining Force A Driving Force B Restraining Force B Driving Force C Restraining Force C Driving Force D Restraining Force D 5

Reactions to Stress Alarm – increase in anxiety, fear, sorrow or loss Resistance – attempt to control stress using defense mechanisms Exhaustion – stop trying to defend against stress. Stress related pathology occurs in this stage 6

Stress Defense Mechanisms Aggression – attack stressor directly Regression – use behavior that was successful at an earlier time Repression – deny that stress exists Withdrawal – leave stressful situation Fixation – persist in response regardless of effectiveness 7

Experiencing Stress STRESSORS • Anticipatory • Encounter • Time • Situational REACTIONS • Physiological • Psychological RESILIENCY • Physical • Psychological • Social 8

Types of Stressors Time Stressors ◦ Work overload ◦ Lack of control Encounter Stressors ◦ Role conflicts ◦ Issue conflicts ◦ Action conflicts 9

Types of Stressors Situational Stressors ◦ Unfavorable working conditions ◦ Rapid change Anticipatory Stressors ◦ Unpleasant expectations ◦ Fear 10

Consequences of Stress Physiological ◦ Immune response ◦ Coronary disease ◦ Viral infection Psychological ◦ Burnout 11

Stress as a Person/ Situation Interaction Assumption: Events trigger stress, but people respond to stress differently Resiliency factors moderate stress Without Resiliency Reaction Stressors With Resiliency No Reaction 13

Resiliency Factors Physical: cardiovascular health, dietary control, rest Psychological: emotionality, self-esteem, hardiness Social: close emotional ties, common experiences, supportive interactions, mentors, teams 14

Managing Stress Enactive Strategies Proactive Strategies Reactive Strategies Purpose Eliminate stressors Develop resiliency Temporary coping Effects Permanent Long term Short term Approach Enactive Proactive Reactive Time Required Long Moderate Immediate 15

Eliminating Stressors Type of Stressor Time Encounter Situational Anticipatory Elimination Strategy Effective time management. Efficient time management. Delegating Collaboration and team building Emotional intelligence Work redesign Goal setting Small wins 16

Managing Time Effectively Spend time on important, not urgent, matters Identify what you feel is important vs. what you feel is urgent Focus on results, not methods Don’t feel guilty for saying “no” 17

Types of Activities That Determine Time Use URGENCY HIGH 1 Crises HIGH IMPORTANCE LOW Customer Complaints LOW 3 Developmental Opportunities Innovating Planning 2 Mail 4 Escapes Ringing Telephone Unscheduled Interruptions Routines Arguments 18

Personal Principles for Time Use Ask yourself: What do I stand for? What do I care passionately about? What do I want to be remembered for? What do I want to have accomplished 20 years from now? ◦ What principles do I want everyone in the world to follow? ◦ ◦ 19

Managing Time Efficiently – 20 Rules for Everyone Read selectively Make a list of things to accomplish Have a place for everything Prioritize your tasks Do several trivial things simultaneously List five 10 -minute tasks Divide up large projects Determine critical 20 percent of tasks Save best time for important matters Limit others’ access to you Don’t procrastinate Keep track of time Set deadlines Do something productive while waiting Do busy work at one set time Reach closure on one thing per day Schedule some personal time Don’t worry on continuing basis Write down long-term goals Be alert for ways to improve your time management 20

Managing Time Efficiently – 20 Rules for Managers Hold routine meetings at end of day Hold short meetings standing up Set a time limit Cancel meetings sometimes Have agendas, stick to them, and keep track of time Start meetings on time Prepare meeting minutes and follow up Insist that subordinates suggest solutions to problems Meet visitors in doorway Go to subordinates’ offices Don’t overschedule your day Have someone else answer phone and e-mail Have a place to work uninterrupted Do something with each piece of paper Keep workplace clean Delegate work, identify amount of initiative granted, and give others credit for their success 21

Collaboration Maintain an “emotional bank account” ◦ Make deposits by treating people with kindness, courtesy, honesty and consistency ◦ Minimize withdrawals made by not keeping promises, not listening, not clarifying expectations, or not allowing choice 22

Work Redesign Lack of freedom is most important contributor to stress Use job redesign model to reduce stress ◦ ◦ ◦ combine tasks form identifiable work units establish customer relationships increase decision-making authority open feedback channels 24

Eliminating Anticipatory Stressors through Goal Setting 1. Establish a Goal 2. Specify Actions and Behavioral Requirements 4. Identify Criteria of Success and a Reward 3. Generate Accountability and Reporting Mechanisms 25

Small Wins Strategy Identify something under your control Change it in a way that leads toward desired goal Find another small thing to change and change it Keep track of changes made Maintain the small gains made through change 26

Developing Resiliency Some stressors will not go away Resiliency increases capacity to withstand negative effects of stress 27

Balance Life Activities 28

Increase Cardiovascular Conditioning MOVE! Exercise: ◦ ◦ ◦ Lowers blood pressure Increases heart efficiency Lowers triglyceride levels Lowers cholesterol Increases energy Reduces anxiety and depression 29

Take Control of Your Diet Eat a variety of foods Maintain optimal weight Reduce fat intake Eat more whole foods Reduce sugar intake Reduce sodium intake Avoid alcohol and caffeine 30

Improve Hardiness Take control of your life Do something that you can be committed to and involved in Feel challenged by change, not paralyzed 31

Moderate Type A Personality Syndrome Type A people: ◦ have a chronic, combative struggle with the social and physical environment ◦ are aggressive, hostile, impatient ◦ are subject to time demands, self-imposed pressure ◦ eat fast, walk fast, talk fast! 32

To Moderate Type A Behavior Focus on small wins Use deep-relaxation strategies ◦ ◦ meditation yoga self-hypnosis biofeedback 33

Increase Social Resiliency Maintain friendships and family relations Find and use a mentor ◦ must be two-way relationship Work in teams ◦ ◦ involve others in defining challenges encourage participation share resources broadly focus on team, rather than individual, rewards 34

Temporary Stress Reduction Muscle relaxation Deep breathing Visualization - Imagery and fantasy Rehearsal Reframing 35

Managing Your Own Stress Enactive, proactive and reactive strategies Recognize and observe your own stress reactions (e. g. , irritability, muscle tightness, fatigue, sleep disorder, distractibility, confusion, etc. Learn to surf. . . reframe perceptions 36

Managing Your Own Stress Build time management skills Regularly revisit goals and priorities, beware of reactivity Learn to delegate. Trust and share your work with others Communicate and participate with colleagues and employees Find reason and time to laugh 37

Managing Others’ Stress. . . attend to your own stress mentor and monitor time management: set goals with time lines, check in regularly redesign work: task demand, control, intellectual challenge, clarified responsibilities set boundaries and expectations: create a healthy organizational culture 38

Managing Others’ Stress. . . make time to play, celebrate small and big wins, develop relationships, and relax don’t sweat the small stuff communicate and participate 39

Stress for new managers New Manager Transformation ◦ Coping with stress ◦ Reluctantly letting go of habits ◦ Experimenting with new ways of thinking

Managers’ Expectations New Managers Did not realize what they were getting into with their new role. Managerial role is complex Manage Conflicting demands ◦ Subordinates ◦ Bosses ◦ Others

Managers’ Expectations Boss Sales Leader Supervisor Administrator Politician

Managers’ Expectations View – As a Boss What does it mean being a manager ◦ Power ◦ Control ◦ Authority ◦ Expert People related duties were not mentioned or become a secondary priority

Manager’s Expectations: Sales Leader Primary Responsibility Bring in the sales ◦ Provide Opportunity ◦ Provide Sales Ideas ◦ Medium and Long Term Planning “Bring in the revenue, no matter what it takes”

Manager’s Expectations: Supervisor ◦ Primarily Responsibility: People “Subordinate & sales people” ◦ Network Building: Incomplete perception ◦ Creating Environment: Don’t know how Administrator - Paper Work ◦ Negative View ◦ Waste of Time

Manager’s Expectations: Politician Managing Relations ◦ Very uneasy with the idea Unaware ◦ Relationship with Boss, Peers ◦ The amount attention this relationship requires ◦ The advantage of building relationship with peers

Manager’s Expectations Why are manager expectations so inconsistent?

Subordinates Expectations Sales Leader ◦ Expertise in the field, Monitor the Environment, Predict the Future Organizer ◦ Efficiently Run Organization Structure , Staffing, Training , Work Flow Team Leader ◦ Create Healthy Office Climate , Leader NOT Manager , “Feeling” of the Manager Leadership , Committed to their Development as Individuals , Counselor , Address their worries and needs Liaison ◦ A representative of the unit , Build and Maintain Relationships Inside and Outside of the unit , Buffer and Advocate , Guard them from Office Politics

Superior Expectations Business Person ◦ Duties include: Financial, Business and Organizational ◦ “In some ways, it’s an impossible job” Team Leader ◦ The REAL Job Managing People ◦ How to meet the goal , Create team spirit , Gain their commitment Integrator ◦ Information and resources flowed in both directions. Administrative ◦ Procedures and ground rules ◦ Unit Integration “Jack of all trades, a chameleon, who has to please everybody”

Peer Expectations Position in organization Clearly define expectation to subordinates

Impostor Syndrome sometimes called Impostor Phenomenon or Fraud Syndrome A psychological phenomenon in which people are unable to internalize their accomplishments. It is not an officially recognized psychological disorder but has been the subject of numerous books and articles by psychologists and educators. 51

Impostor Syndrome Regardless of what level of success they may have achieved in their chosen field of work or study or what external proof they may have of their competence, those with the syndrome remain convinced internally they do not deserve the success they have achieved and are actually frauds. 52

Impostor Syndrome Proof of success is dismissed as luck, timing, or as a result of deceiving others into thinking they were more intelligent and competent than they believe themselves to be. 53

Impostor Syndrome - Quiz Do you secretly worry that others will find out that you're not as bright and capable as they think you are? Do you sometimes shy away from challenges because of nagging self -doubt? Do you tend to chalk your accomplishments up to being a "fluke, " “no big deal” or the fact that people just "like" you? Do you hate making a mistake, being less than fully prepared or not doing things perfectly? Do you tend to feel crushed by even constructive criticism, seeing it as evidence of your "ineptness? " When you do succeed, do you think, "Phew, I fooled 'em this time but I may not be so lucky next time. " Do you believe that other people (students, colleagues, competitors) are smarter and more capable than you are? Do you live in fear of being found out, discovered, unmasked? 54

Impostor Syndrome - Quiz you answered yes to any of these questions — join the club! "[It was] heartening to see lots of people had similar doubts and I wasn’t the only one. " "It put a word to how I feel. It was nice to see and hear others feeling the same way. I feel now I can recognize it and deal with it. " Taken from impostorsyndrome. com/ is contained within the article and the quiz is attributed to Dr. Valerie Young. 55