1. Stress Management Competencies Roadshow ----------- Alan Bradshaw Business Psychologist Partner, Work-Life Solutions www.the-stress-site.net alan@work-life-solutions.co.uk 1

2. About Alan Bradshaw Involved in stress management field since 1996 Founded first UK-wide stress consultancy 1998 Became a director of QoWL in 2007 Now Partner in Work-Life Solutions Aim is to promote evidence-based approaches 2

3. What we’re covering today What are ‘Stress Management Competencies? Comparison with Management Standards Stress Management Competencies Research A look at the Framework and BEHAVIOURS Some discussion points Introduction to tools and intervention Questions 3

4. What are ‘Stress Management Competencies’? Combinations of skills and behaviours that line managers need to prevent and reduce stress at work 4

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 5

6. Rigorous research process 1.Interviews with nearly 400 managers and employees + workshops with HR/OH/H&S Produced framework with 19 behavioural themes 2. Questionnaire survey with over 800 managers and employees + further workshops Refined framework to 4 broad themes, with 12 sub-themes 3. Testing whether we can help managers use and develop the behaviours identified We can help managers change behaviour 6

7. A closer look at manager behaviour 7

8. 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

9. 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

10. Some important points… Line managers have a vital role Framework contains the skills & behaviours known to prevent/reduce stress (and enhance wellbeing) Overlaps with other frameworks but no other contains all the stress mgt behaviours Awareness increased through using free tools As behaviours can be taught, training is a key component of effective interventions Let’s take a closer look at the behaviours… 10

11. 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 11

12. Linked issue: TRUST What leader/manager behaviours generate trust? 13 Behaviours of a High Trust Leader (Stephen M.R. Covey) 12

13. 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 13

14. What managers do and when... What’s the first thing managers do when they get to work? How much time do they spend doing that? Implications for managing stress at work? For managers? For staff? What could managers do to prevent stress associated with this activity? 14

15. 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 15

16. 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 16

17. Tools… There are three free tools: Stress Management Competency Indicator Tool Individual / Self (excel and PDF versions) ‘Other’ version (PDF only) Analysis Tool (excel) for upward feedback / 360 Scores from individual/other versions are entered and a report is generated I’ll provide links to all tools after today’s event 17

18. Most effective intervention... 1. SMCIT Questionnaires: Self + Other(s) (Upward feedback /360) 2. Exploring your questionnaire feedback (Manager or Facilitator?) 3. Exploring the behaviours (workshop) 4. Follow-up action and support e.g. skills development, training, coaching 18

19. Follow-up info and resources Extensive follow-up information by email Research, web resources, case studies, audio/video, training info, LinkedIn group, further support etc. Preventing Stress: Promoting Positive Manager Behaviour train-the-trainer course facilitated by Emma Donaldson-Feilder (dates/locations tbc) I’ll send info and a link to where you can register Training to deliver workshop in-house and access to all training materials 19

20. Any Questions? Any questions on the research, framework, tools, interventions, training or anything related to the stress management competencies? 20

21. Thanks for listening! Please pass me competed slips if you would like me to send follow-up information I’ll be in touch with links and resources, and information about the train-the-trainer courses Alan Bradshaw Partner, Work-Life Solutions alan@work-life-solutions.co.uk www.the-stress-site.net 21