Corporate Athlete What is it and why are

Corporate Athlete®: What is it and why are we interested? Jim Saveland Program Manager for Human Factors & Risk Mgt RD&A R 5 Safety Officer’s Workshop San Bernardino, CA January 26, 2012

Employee Engagement

Safety Engagement Sessions

S afety R isk My Bias - Our mental models of Performance: --guided by sports psychology --informed by trauma psychology P erformance

What’s Missing? ? ? http: //www. youtube. com/watch? v=_l 12 By. Oyz. O 0&feature=relmfu Jim Loehr and Jack Groppel, 2: 15

H ealth &S R afety P i An In ? ? ?

Classroom Exercise n Think about past event characterized by high performance (proud) Tell the story n What were the key ingredients? n n Think about a past event characterized by low performance Tell the story n What were the key ingredients? n n What’s your model/theory of performance?

Bull-S&!% Meter BS CS ES AKA “Crap Detector”

My Touchstone n n n Selection process Coaching model Immediate candid feedback Enjoyment and humor Challenging goals/tasks Investment in personal development n n Explicitly taught sport psychology Responsibility Peer-Pressure Competition & Cooperation

Biathlon: How They Train (6: 50) http: //www. youtube. com/watch? v=5 XIB 7 ydkplc Look for: Importance of Confidence Oscillation Relaxation, Focus, Breathing Goals: result vs. process Coaching Immediate feedback Different perspectives Mental component Cues Mind wandering Smiling Diet Balance stress/recovery Safe environment for noncatastrophic failure

Individual Development Plan (FS-6100 -2) PAS and Performance Appraisals (AD-435) SAIG CISD Health & Wellness SPEC

Zero Fatalities Really?

Achieving the Impossible Dan Jansen and Jim Loehr (3: 55) http: //www. youtube. com/watch? v=EQFTa. Ms. Fku. Q Roger Bannister May 6, 1954

Resiliency http: //www. youtube. com/watch? v=-e. MYS_yl 2 w. E&feature=relmfu Jim Loehr and Jack Groppel, 2: 34

http: //www. youtube. com/watch? v=td. DJl 5 sw. Hjg http: //www. army. mil/csf/ http: //www. youtube. com/watch? v=MQJv. HOe. Aa. U 4&feature=related http: //www. youtube. com/watch? NR=1&v=h. JETXdn. Z 7 TQ

Comprehensive Soldier Fitness

PERMA - Flourishing n Positive emotion n Engagement n Relationships n Meaning n Accomplishment Well being as a national goal, measuring it, 3: 38 http: //www. youtube. com/watch? v=z. Kq. Vy 1 OUI 8 E&feature=related http: //www. youtube. com/watch? v=As-g_dwg. Jig 6: 22 http: //www. thersa. org/events/video/vision-videos/martin-seligman 24: 49 Seligman

Corporate Athlete® Modules Energy Management for Full Engagement n Nutrition for Energy Management n Movement for Energy Management n

HUMAN ENERGY CRISIS

ENERGY MANAGEMENT § § Our most critical resource is our energy Most fail to manage it effectively

Objectives: § § Expand capacity to perform in high stress environments without compromising health and happiness Expand capacity to make personal change

Professional Athletes… § must perform under conditions of intense pressure § numbers drive everything § brutal accountability § last year’s records become next year’s baselines § taking care of one’s body is taking care of business

Professional Athletes… § moment to moment laser focus is required to excel § pushed to do more every year § without the right energy, achieving performance goals becomes too difficult

Training Hours worked Career span PROFESSIONAL ATHLETES CORPORATE ATHLETES 90% 10% 4 -6/day 7 -10 years 8 -12/day 30+ years

Corporate Athletes = Ultimate Athletes Corporate Athletes Must Train!

FULL ENGAGEMENT The acquired ability to intentionally invest your full and best energy, right here, right now.

ENERGY IS FOUR-DIMENSIONAL

Full Engagement requires you to be… spiritually mentally emotionally physically aligned focused connected energized

Mindfulness practices expand the capacity for full engagement. Full Engagement Exercises: § § § Gratefulness Patience or Self-Confidence Compassion

Spiritual Dimension § Purpose-driven § Commitment Passion § Principle-centered § Energy associated with our deepest values

Mental Dimension § Fully present moment to moment § Laser-focus Skillful storytelling § Full awareness §

Emotional Dimension § § § Opportunity-based emotions Interpersonal effectiveness Confidence

Physical Dimension § Nutrition § Fitness Sleep § Recovery §

The Pathway to Deepening Engagement Where have you been? (Past) What course corrections are required now? (Present) Where are you going? (Future)

Strategic Recovery (in all dimensions) Energy expenditure must be balanced with energy recovery.

Typical Profile of Business Professionals spiritually mentally emotionally physically Not enough stress Not enough recovery Recovery Exercise

THE CHANGE PROCESS § § § Ultimate mission Training mission Old story New story Supporting rituals Accountability

We are creatures of habit and routine.

Rituals Consciously acquired routines that serve a mission

Six keys to building rituals 1. Link to training mission & new story 2. Invest energy for 90 days 3. Be precise in timing & behavior 4. Acquire only a few at a time 5. Focus on what you want 6. Create supportive environment

Summary Health-Safety-Performance tightly coupled n Corporate Athlete is about: n Full Engagement and Resilience n Energy Management in all 4 dimensions n Effective Personal Change Process n n Foundation of a comprehensive fitness program n (Pair it with MMFT)

HPI Commercial 0. 32

Extra Slides

Possible Handouts Human Resilience Reading List n Walsh Article n Corporate Athlete Article n Cornum Article n Mindfulness Theory Article n

Dan Jansen Videos Commercial, 0: 30 http: //www. youtube. com/watch? v=i. WYRH 5 jn. QBo Resiliency – Looking Forward, 2: 24 http: //www. youtube. com/watch? v=nbzohtyi. ZP 8&feature=relmfu Benefits of Recovery, 2: 24 http: //www. youtube. com/watch? v=f 5 mmb. Yxux 1 M&feature=relmfu

Trauma Psychology Human Performance Spectrum Sport & Exercise Psychology Peer-Support / Peer-Coaching Professional Coaches Licensed Therapists Dysfunction PTSD Depression Anxiety Life-Threat Helplessness Betrayal 0 Adaptation to STRESS Elite Performance - Athletes - Special Forces Purpose Autonomy Mastery

Prepare – Do – Reflect Self- Confidence Prepare S 1 “Pre-mortem” Abilene Big Hole System 2 Leader’s Intent Goals Assessments Visualization Design/Plan Systems View Controlled Experiments Deliberate Practice Self- Compassion Accomplish Mission System 1 S 2 - Expertise - Intuition - Improvisation - Surprise - Mindsight/ Body Sensation - Emotion Regulation AAR Reflect Outcome: Good Routine Bad S 1 System 2 - Miss - False Alarm Ugly Data Analysis Journaling Learning Storytelling Theory / Worldview / Cultural Matrix (Pragmatism)

Prepare – Do – Reflect (MMFT) Self- Confidence Prepare S 1 “Pre-mortem” Abilene Big Hole System 2 Leader’s Intent Goals Assessments Visualization Design/Plan Systems View Controlled Experiments Deliberate Practice Self- Compassion Accomplish Mission System 1 S 2 - Expertise - Intuition - Improvisation - Surprise - Mindsight/ Body Sensation - Emotion Regulation AAR Reflect Outcome: Good Routine Bad S 1 System 2 - Miss - False Alarm Ugly Data Analysis Journaling Learning Storytelling Theory / Worldview / Cultural Matrix (Pragmatism)

Human Intuition n n Sometimes marvelous (Naturalistic Decision Making - NDM), sometimes flawed (Heuristics & Biases - HB) Simon (1992) offered a concise definition of skilled intuition that we both endorse: “The situation has provided a cue: This cue has given the expert access to information stored in memory, and the information provides the answer. Intuition is nothing more and nothing less than recognition” (p. 155). The model of Intuitiveways. Expertise intuition as recognition is. Conditions helpful inforseveral Daniel Kahneman and Gary Klein First, it demystifies intuition. American Psychologist, Sep 2009

Goals Conscious/Unconscious n Outcome – e. g. placement in a race, “top 20” n Performance – e. g. certain time, “run a 40 min 10 K” n Process – e. g. how you compete, “maintain form” n Long/Short-term (macro >16 wks, meso, micro <14 days) n Daily training goals – building selfconfidence n

Science First What’s theory (behind the scenes)? n What’s the body of empirical scientific evidence? n Are you doing controlled experiments? n Run any simulations? n n n (or otherwise testing your hypothesis/assumptions Question everything! n Skeptic – raise questions and cast doubt on what others believe to be true

Towards a “Truly” Scientific Management: The Concept of Organization Health n n Spirit of inquiry, Commitment to truth Scientific Attitude n n n Hypothetical Spirit Experimentalism Organizations as adaptive structures coping with various environments Effectiveness – competence, mastery, problem solving Intergroup conflict and action research Warren Bennis 1962 Frederick Winslow Taylor Principles of Scientific Management, 1911

Accountability Self n Peer n Reverse n Supervisor n “Back in 1981, Major General Jack Galvin told Captain Petraeus that the most important part of the job as an aide was to criticize his boss: ‘It’s my job to run the division, and it’s your job to critique me. ’ Petraeus protested but Galvin insisted. ” Tim Harford, Adapt: Why success always starts with failure p. 61