Leadership Impact

This session: Leadership, Well-being and Engagement Your Leadership Impact: Making the most of your strengths and controlling risks Maintaining and Building resilience

Pressure – Performance Curve Lack of engagement or motivation Well-being Lack of engagement or motivation Stress Increased Costs Added Value Performance Burn Out Rust Out Pressure

Psychological Well-Being Not just absence of stress Positive emotional experiences Sense of purpose Broaden and build (Fredrickson): Positive emotions - BROADEN our thoughts and actions - BUILD psychological resources Leads to an increase in capacity

People with positive psychological well-being Perform better (Wright and Cropanzano, 2004 ) Are less likely to see neutral or ambiguous situations as threatening (Seidlitz and Diener,1993; Seidlitz et al., 1997) React better to positive feedback and are less hurt by negative feedback (Larsen and Ketelar, 1991; Derryberry and Read, 1994)

Research Support Key research findings: “challenge pressure” = high performance; “hindrance pressure” = poor performance (le Pine 2004) low control, high demand, low support = worst performance high control, high demand, high support = best performance (Dollard 2000) well-being is positively related to performance (Cropanzano & Wright, 1999; Wang, 2000; Donald, 2005; Donald, Taylor, Johnson, Cooper, Cartwright, Robertson 2005) the “satisfaction mirror”: staff satisfaction related to customer satisfaction (Bernhard, 2000)

Drivers of Productivity Resources and Communication Sense of Purpose Control Relationships at Work Engagement Productivity Psychological Health Work-Life Balance Workload

Leaders can create A well resourced working environment A sense of control A balanced workload Well managed change Collaborative relationships A sense of purpose

Leadership Impact Challenge Led Pace-Driven (C.PACE) Fast moving environment; flexible responding; change; creativity. Risks Change for change’s sake; lack of structure; lack of follow-through; inefficiency; implications not thought through; burn-out. Support Led Cooperative (S.CO-OP) Co-operation and teamwork; collaborative work groups; shared goals. Risks Avoidance of “difficult conversations”; suppression of debate; lack of challenge, or innovation; rust-out. Challenge Led Results-Focused (C.RES) Focus on results and goals; high standards; follow-through to completion and delivery. Risks Results at any cost; unrealistic goals; lack of flexibility or creativity; burn-out. Support Led Confident (S.CON) People have confidence in their own capability and that of the group and its leader/s. Risks Over-confidence; under-estimating problems and difficulties; lack of emphasis on need to develop and improve; rust-out.

Leaders can create A well resourced working environment A sense of control A balanced workload Well managed change Collaborative relationships A sense of purpose

In pairs: Share your thoughts on your Leadership Impact profile Discuss what you are drawing from your report: The Strengths the report reinforces and how you can make more use of them The Risks that seem most relevant to you and how you control them Divide the time equally between the two of you (20 minutes each), be clear about who is playing which role at each stage

Maintaining and Building Resilience

Resilience Bounce-back-ability “The greatest glory of living lies not in never falling, but in rising every time you fall.” (Nelson Mandela) “It’s not the strongest of the species that survive, nor the most intelligent, but the most responsive to change.” (Charles Darwin) “It ain't how hard you hit; it's about how hard you can get hit, and keep moving forward. ” (Rocky Balboa!)

The “resilience prescription” Charney (2007) Positive attitudes and emotions Personal moral compass – sense of purpose Find a resilient role model – actively finding one is important Face your fears Develop coping strategies – make active use of them Develop cognitive flexibility – learn to “reframe” Establish and nurture a supportive social network Look after your physical condition – exercise may be the “magic bullet” Develop/train regularly in multiple areas – challenge and mastery Recognise and develop signature strengths

Signature strengths (and risks) Identify and record your signature strengths Review your Leadership Impact report (Part two – Personal Resilience) for strengths Review your leadership impact report (Part two – Personal Resilience) for risks

Sense of Purpose PERSONAL Moral Compass QUESTIONS What do I believe in so much that I am willing to take a stand on – no matter what the cost? What are my skills, energies, and leadership traits? What would a “perfect” world look like? How do I want to contribute to my world? What do I need to feel free and healthy? What do I want to learn? What brings joy to my life? What is my unique calling or purpose? Five years from now, I am proudest of . . . The thirty things I want to do before I die are . . .

Resilient Cognitive Thinking (reframing) Events (Antecedents) Thoughts (Beliefs) Feelings and Actions (Consequences)

Thinking Errors all-or-nothing thinking over-generalisation mental filter  jumping to conclusions  mind reading  magnification  emotional reasoning  should (must, ought) statements  labelling and mislabelling

Learning to Re-Frame Catch the thought Evaluate the thought Automatic thoughts and core beliefs Evaluate the thought Realistic? ... Helpful? Challenge the thought Evidence Thinking errors Replace with realistic, believable and helpful alternative thoughts

Challenge & Mastery The fine line between positive challenge and negative hindrance pressure

Using “tough” experiences Tough (very challenging) experiences CAN build higher resilience but only if … - Failure and success are attributed positively - There are sufficient periods of respite - The challenge seems worth it - Thoughts and feelings are controlled - Beliefs and ambitions are properly grounded in reality

Actions What are you taking away from this session as actions to improve: your Leadership Impact your Resilience