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

2. Copyright © 2002, Prentice Hall 2 Managing Stress: Objectives Eliminate stressors Develop resiliency Cope temporarily with stress

3. Copyright © 2002, Prentice Hall 3 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

4. Copyright © 2002, Prentice Hall 4 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

5. Copyright © 2002, Prentice Hall 5 Current Level of Functioning Driving Force A Driving Force B Driving Force C Driving Force D Restraining Force A Restraining Force B Restraining Force C Restraining Force D Stress as a Force Field

6. Copyright © 2002, Prentice Hall 6 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

7. Copyright © 2002, Prentice Hall 7 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

8. Copyright © 2002, Prentice Hall 8 Experiencing Stress STRESSORS Anticipatory Encounter Time Situational REACTIONS Physiological Psychological RESILIENCY Physical Psychological Social

9. Copyright © 2002, Prentice Hall 9 Types of Stressors Time Stressors Work overload Lack of control Encounter Stressors Role conflicts Issue conflicts Action conflicts

10. Copyright © 2002, Prentice Hall 10 Types of Stressors Situational Stressors Unfavorable working conditions Rapid change Anticipatory Stressors Unpleasant expectations Fear

11. Copyright © 2002, Prentice Hall 11 Consequences of Stress Physiological Immune response Coronary disease Viral infection Psychological Burnout

12. Copyright © 2002, Prentice Hall 12 Some Causes of Burnout Employees free to talk to each other Personal conflicts on job Mgmt unsupportive of employees Sick and vacation benefits 20% 40% Percent of EE’s reporting burnout

13. Copyright © 2002, Prentice Hall 13 Stress as a Person/ Situation Interaction Assumption: Events trigger stress, but people respond to stress differently Resiliency factors moderate stress Stressors Reaction Without Resiliency No Reaction With Resiliency

14. Copyright © 2002, Prentice Hall 14 Resiliency Factors Physical: cardiovascular health, dietary control, rest Psychological: emotionality, self-esteem, hardiness Social: close emotional ties, common experiences, supportive interactions, mentors, teams

15. Copyright © 2002, Prentice Hall 15 Managing Stress Enactive Strategies Proactive Strategies Reactive Strategies Purpose Eliminate stressors Develop resiliency Temporary coping EffectsPermanentLong termShort term ApproachEnactiveProactiveReactive Time Required LongModerateImmediate

16. Copyright © 2002, Prentice Hall 16 Eliminating Stressors Type of StressorElimination Strategy Time Effective time management. Efficient time management. Delegating Encounter Collaboration and team building Emotional intelligence Situational Work redesign Anticipatory Goal setting Small wins

17. Copyright © 2002, Prentice Hall 17 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”

18. Copyright © 2002, Prentice Hall 18 Types of Activities That Determine Time Use URGENCY IMPORTANCE HIGHLOW HIGH LOW 1 Crises Customer Complaints 3 Developmental Opportunities Innovating Planning 2 Mail Ringing Telephone Unscheduled Interruptions 4 Escapes Routines Arguments

19. Copyright © 2002, Prentice Hall 19 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?

20. Copyright © 2002, Prentice Hall 20 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

21. Copyright © 2002, Prentice Hall 21 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

22. Copyright © 2002, Prentice Hall 22 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

23. Copyright © 2002, Prentice Hall 23 Emotional Intelligence Emotionally intelligent people can: recognize their own emotions manage their own emotions regulate emotionally influenced behavior (delay gratification) empathize with the emotions of others manage the emotions of others

24. Copyright © 2002, Prentice Hall 24 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

25. Copyright © 2002, Prentice Hall 25 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

26. Copyright © 2002, Prentice Hall 26 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

27. Copyright © 2002, Prentice Hall 27 Developing Resiliency Some stressors will not go away Resiliency increases capacity to withstand negative effects of stress

28. Copyright © 2002, Prentice Hall 28 Balance Life Activities

29. Copyright © 2002, Prentice Hall 29 Increase Cardiovascular Conditioning MOVE! Exercise: Lowers blood pressure Increases heart efficiency Lowers triglyceride levels Lowers cholesterol Increases energy Reduces anxiety and depression

30. Copyright © 2002, Prentice Hall 30 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

31. Copyright © 2002, Prentice Hall 31 Improve Hardiness Take control of your life Do something that you can be committed to and involved in Feel challenged by change, not paralyzed

32. Copyright © 2002, Prentice Hall 32 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!

33. Copyright © 2002, Prentice Hall 33 To Moderate Type A Behavior Focus on small wins Use deep-relaxation strategies meditation yoga self-hypnosis biofeedback

34. Copyright © 2002, Prentice Hall 34 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

35. Copyright © 2002, Prentice Hall 35 Temporary Stress Reduction Muscle relaxation Deep breathing Visualization - Imagery and fantasy Rehearsal Reframing

36. Copyright © 2002, Prentice Hall 36 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

37. Copyright © 2002, Prentice Hall 37 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

38. Copyright © 2002, Prentice Hall 38 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

39. Copyright © 2002, Prentice Hall 39 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