will john ever learn? joe harder spiritofthenewworkplace.com
TRANSCRIPT
Symptoms of Excessive StressHow do you know when you’re stressed?
Change in eating habits“Unhealthy” feeling - malaise, aches, painsRestlessness, inability to concentrateFeeling uptight, nervous, fidgetyIncreased smoking, use of alcohol, caffeineInability to sleep normallyActing irritable, depressedPhysical ailments (e.g., skin, stomach, head)
Some Stressful Life Events
Starting a new educational programChanging residence/movingChange in financial position Making presentation/giving speechFamily or close friend experiencing crisisMarriage, separation, or divorce
Generic sources of ongoing stress
Perceived lack of controlLack of meaningfulness/commitmentFeeling of incompetenceRole conflict/feeling of imbalanceAlienation/isolationFear of the unknown
Type A
Competitive, achievement-obsessedPerpetually in a hurry; overly time-aware* Always vs. Type B’s when they have to
“Hot” and “Cold” vary in coronary risk; hostility moderatesFeelings of meaningfulness and competence mitigate against coronary risk
Reactions to stressHow do you typically deal with it?
Avoidance, procrastinationParalysis toward perfectionConfrontation of self or othersSelf-indulgence, self-centeredness, self-harmPsychological hardiness (roll with punches)Other?
Stress response log
Stressor
Meetings
Deadlines
No privacy
Interruptions
Feelings
Annoyed, impatient
Anxious
Annoyed
Angry, frustrated, conflicted
Thoughts
“what a waste”
“I’ll never make it”
“I wish they’d leave”
“It’s not my fault I can’t get things done”
Behavior
hyper-critical, resistant
coffee, renegotiate with self
bookstore; tense up
complain to sig O, cut people off, lose interest
Value of Feedback
OTHERSKnown Unknown
SELF
Known
Unknown
Open Hidden/Private
Blind Spot Unknown
Feedback
Value of Open Communication
OTHERSKnown Unknown
SELF
Known
Unknown
Open Hidden/Private
Blind Spot Unknown
HonestDisclosure
EQ, SQ, CQ
Emotional Quotient– Ability to recognize emotions– Ability to understand effect of emotions (hijacking)– Ability to manage emotions (self-talk)
Social Quotient– Ability to recognize impact on others’ emotions– Ability to help them manage their emotions– Willingness to care to help
Change Quotient– Recognizing what needs to change– Understanding the change process (resistance)– Managing the change process (small wins)
Sources: Goleman, Emotional Intelligence; Clawson, Intelligence and Leadership (Darden School note)
Force Field Analysis Driving Forces Resistant Forces
CurrentState
DesiredState
Actions to
increase?
Actions todecrease?
Resistance to Change cont’d
Need for securityPoor timingForce of habitPerceived lack of supportLack of self-confidence
The way to keep a company fresh and innovative as it grows, Schmidt said, is to allow employees sanctioned creative time. At Google, for example, engineers spend 20 percent of their week on pet projects, and 10 percent on off-the-wall ideas that may seem unrelated to company business in the short term. Eliminating hierarchy and keeping decision making consensus-based also keeps an organization on its toes.
http://www.gsb.stanford.edu/news/headlines/cgbe_innovationconf.shtml
Conference Asks: What Drives Innovation?
Toolkit: Control what you can
Toys, games, gimmicks, tricksMeditation, breathing, peaceful placeSupport network
Support Systems
Challenger - one who tells you when you’re doing something wrongQuestioner - one who probes for your motives or forces you to think through your plansComforter - one who listens when you are upsetCelebrator - one to whom you can “toot your horn”
Physical
Intellectual
Spiritual
Emotional
Professional
FinancialMaterial
Political
Familial
Marital
Parental
Social
A Personal Developmental Balance Wheel
A Personal Developmental Balance Wheel
Physical
Intellectual
Spiritual
Emotional
Professional
FinancialMaterial
Political
Familial
Marital
Parental
Social
Goals
What are you deeply
passionate about?
What can yoube the best in the world at?
What drives
your economic
engine?
CoreBHAG
Collins’ Hedgehog Concept