Stress Management Competencies Roadshow Autumn Alan Bradshaw Business Psychologist Partner, Work-Life Solutions 1

About Alan Bradshaw Involved in stress management field since 1996 Founded first UK-wide stress consultancy 1998 Developed training and tools for managers with a risk management focus Now Partner in Work-Life Solutions Aim is to promote evidence-based approaches Work primarily with psychologists Partner/collaborate with organisations 2

What we’re covering today About this approach What are ‘Stress Management Competencies? Comparison with HSE Management Standards A look at the Framework and BEHAVIOURS Applications and tools ‘How to’ overview for managers/practitioners Training and Support Options Follow-up info and resources 3

About this approach Evidence based (extensive research programme) Manager behaviours critical to stress prevention Management Competency Framework developed Tools to help managers assess / get feedback on own skills and behaviours Interventions to promote behaviour change Upward feedback then training and follow-up support most effective 4

What are ‘Stress Management Competencies’? Combinations of skills and behaviours that line managers need to prevent and reduce stress at work 5

Standards v. Competencies Standards (2004) Clarified stress hazards ‘Standards’ for each Survey tool to assess risk Benchmark performance Focus: Organisational stress mgt process Limitation: seen as ‘Health & Safety’ issue Competencies (2010) Competency Framework Clarified skills and behaviours Behavioural feedback Interventions to improve manager behaviours Focus: day-to-day people management Not a substitute for stds 6

A closer look at manager behaviour 7

Good and Bad Mgr Behaviours? Reflecting on your professional/work experience, what manager behaviours: Prevent or reduce stress (good behaviours)? Cause stress, increase stress or create new stress (bad behaviours)? Will the research findings agree with you? Let’s see… 8

Management Competency Framework CompetencySub-Competency Respectful and responsible: Managing emotions and having integrity Integrity Managing emotions Considerate approach Managing and communicating existing and future work Proactive work management Problem solving Participative/empowering Managing the individual within the team Personally accessible Sociable Empathetic engagement Reasoning/Managing difficult situations Managing conflict Use of organisational resources Taking responsibility for resolving issues 9

Managing with Respect Managing with Respect is about managing emotions, having integrity and taking responsibility. Specific behaviours: 1. Integrity 2. Managing emotions 3. Considerate approach 10

Key Issue: TRUST What leader/manager behaviours generate trust? 13 Behaviours of a High Trust Leader (Stephen M.R. Covey) 11

Managing Workload Managing Workload is about managing and communicating existing and future work. Specific behaviours: 1. Proactive work management 2. Problem solving 3. Participative/empowering 12

Key Issue: TIME Why don’t managers manage proactively? What do managers spend the most time doing? What needs to change to prevent/reduce stress? How much time do managers need to manage workload proactively? 13

Managing Individuals Managing Individuals is about the way you manage and relate to individuals within the team. Specific behaviours: 1. Personally accessible 2. Sociable 3. Empathetic engagement 14

Managing Relationships Managing Relationships is about reasoning and managing difficult situations at work, including conflict. Specific behaviours: 1. Managing conflict 2. Use of organisational resources 3. Taking responsibility for resolving issues 15

Organisational Applications Culture change (to promote wellbeing) Informing policy development Adapting (or integrating with) existing management development programme As a checklist for training and skills development Appraisals Recruitment and selection 16

Preparing the Organisation Senior management support and line manager buy-in Who will lead this and have responsibility? Which (group of) managers will be involved first? Who will provide the feedback and training? Do they have the required skills? How will they be supported? How will you support line managers to make positive changes to their behaviour? How will you evaluate this and learn from it? 17

Using this approach 1: As a manager 1. Questionnaire and feedback Upward feedback most important 2. Exploring your questionnaire feedback 3. Exploring the behaviours (e.g. workshop) 4. Follow-up action and support e.g. skills development, training, coaching 18

Tools... 19

Using this approach 2: Practitioner 1. Preventing Stress: Promoting Positive Manager Behaviour 2. The questionnaires (distribution, analysis, feedback to manager). Skills? 3. Exploring the behaviours (e.g. workshop) 4. Follow-up: action and support e.g. training, coaching for managers 20

Training and Support Options Team of Psychologists to provide support Presentations to SMTs (to make business case) Train-the-trainer options (public and in-house) PSPPM course; Coaching support/supervision In-house training and support Assessment/feedback and workshop for managers Training related to specific behaviours Coaching (follow-up action and support) Research Consortium (Individuals/Organisations) 21

Follow-up info and resources Research and case studies Info booklets for HR and line managers Tools Train-the-trainer details In-house training and coaching options LinkedIn group Online learning resources Book 22

Research, tools and resources 23

Online learning resource... 24

Any Questions? Any questions on the research, framework, tools, interventions, training or anything related to the stress management competencies? 25

Thanks for listening! Please hand in completed evaluation forms I’ll be in touch with: links and resources, information about training and support options, including the train-the-trainer courses Alan Bradshaw Partner, Work-Life Solutions 26