1. Corporate Athlete®: What is it and why are we interested? Jim Saveland Program Manager for Human Factors & Risk Mgt RD&A R5 Safety Officer’s Workshop San Bernardino, CA January 26, 2012

2. Employee Engagement

3. Safety Engagement Sessions

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

6. What’s Missing??? http://www.youtube.com/watch?v=_l12ByOyzO0&feature=relmfu Jim Loehr and Jack Groppel, 2:15

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

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

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

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

11. 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 Biathlon: How They Train (6:50) http://www.youtube.com/watch?v=5XIB7ydkplc

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

13. Zero Fatalities Really?

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

15. Resiliency http://www.youtube.com/watch?v=-eMYS_yl2wE&feature=relmfu Jim Loehr and Jack Groppel, 2:34

16. http://www.youtube.com/watch?v=tdDJl5swHjg http://www.army.mil/csf/ http://www.youtube.com/watch?v=MQJvHOeAaU4&feature=related http://www.youtube.com/watch?NR=1&v=hJETXdnZ7TQ

17. Comprehensive Soldier Fitness

18. PERMA - Flourishing P ositive emotion P ositive emotion E ngagement E ngagement R elationships R elationships M eaning M eaning A ccomplishment A ccomplishment Well being as a national goal, measuring it, 3:38 http://www.youtube.com/watch?v=zKqVy1OUI8E&feature=related http://www.youtube.com/watch?v=As-g_dwgJig 6:22 http://www.thersa.org/events/video/vision-videos/martin-seligman 24:49 Seligman

20. Corporate Athlete ® Modules Energy Management for Full Engagement Energy Management for Full Engagement Nutrition for Energy Management Nutrition for Energy Management Movement for Energy Management Movement for Energy Management

21. HUMAN ENERGY CRISIS

22.  Our most critical resource is our energy  Most fail to manage it effectively ENERGY MANAGEMENT

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

24.  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…

25.  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 Professional Athletes…

26. PROFESSIONAL ATHLETES Training90% 10% Hours worked 4-6/day8-12/day Career span 7-10 years 30+ years CORPORATE ATHLETES

27. Corporate Athletes = Ultimate Athletes Corporate Athletes Must Train!

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

29. ENERGY IS FOUR-DIMENSIONAL

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

31.  Purpose-driven  Focused/engaging story  Opportunity-based emotions dominate  Ample physical energy FULL ENGAGEMENT spiritually mentally emotionally physically

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

33. Disengagement  Unclear or misaligned purpose  Multitasking/faulty storytelling  Survival emotions dominate fear/anger  Fatigue spiritually mentally emotionally physically

34.  Purpose-driven  Commitment  Passion  Principle-centered Spiritual Dimension Energy associated with our deepest values

35.  Fully present moment to moment  Laser-focus  Skillful storytelling  Full awareness Mental Dimension

36.  Opportunity-based emotions  Interpersonal effectiveness  Confidence Emotional Dimension

37.  Nutrition  Fitness  Sleep  Recovery Physical Dimension

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

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

40. spiritually mentally emotionally physically Typical Profile of Business Professionals Not enough stressNot enough recovery Recovery Exercise

41.  Ultimate mission  Training mission  Old story  New story  Supporting rituals  Accountability THE CHANGE PROCESS

42. We are creatures of habit and routine.

43. Consciously acquired routines that serve a mission Rituals

44. 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 Six keys to building rituals

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

46. HPI Commercial 0.32

48. Extra Slides

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

50. Commercial, 0:30 http://www.youtube.com/watch?v=iWYRH5jnQBo Dan Jansen Videos Resiliency – Looking Forward, 2:24 http://www.youtube.com/watch?v=nbzohtyiZP8&feature=relmfu Benefits of Recovery, 2:24 http://www.youtube.com/watch?v=f5mmbYxux1M&feature=relmfu

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

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

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

54. Human Intuition Sometimes marvelous (Naturalistic Decision Making - NDM), sometimes flawed (Heuristics & Biases - HB) 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 intuition as recognition is helpful in several ways. First, it demystifies intuition. 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 intuition as recognition is helpful in several ways. First, it demystifies intuition. Conditions for Intuitive Expertise Daniel Kahneman and Gary Klein American Psychologist, Sep 2009

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

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

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

58. Accountability Self Self Peer Peer Reverse Reverse Supervisor Supervisor “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