Bill Stieber, Ph.D. Orchestrated Dynamics stieber

1. Bill Stieber, Ph.D. Orchestrated Dynamics www.stieber.com

2. Stress A condition or feeling experienced when a person perceives that demands exceed the personal and social resources the individual is able to mobilize

3. Sources of Stress Change Support Demands of the job Job Role Control of work environment Relationships within the workplace

4. Stages of Teams Strain Stress Burnout

5. Top 10 Signs of Stress and Burnout Indirect communication Insensitivity to others’ feelings Negative attitudes Reduced sense of humor Lack of caring attitude

6. Top 10 Signs of Stress and Burnout (cont.) 6. Reduced sense of team belonging 7. Lack of team cohesiveness 8. Breakdown of social manners 9. Reduced team identity 10. Reduced problem solving activities

7. Steps to Assessment 1. Identify the stressors (at work) 2. Decide who might harmed and how 3. Evaluate the risk and take action 4. Monitor your assessment over time

8. Integrated Approach for Teamwork in Tough Times Effective Teamwork Business Focus Engagement

9. Effective Teamwork Higher levels of interpersonal communication Teamwork Accountability Trust

10. Business Focus Business strategy Specific goals and results Effective organizational communication

11. Engagement Visioning and goal setting Optimism Energized practices Emotional Intelligence

12. Emotional Engagement Proud of organization’s mission, values and reputation Valued by manager and colleagues Informed; opinions are considered

13. Communicate the Message Reinforce core messages Reinforce regularly Timely advice Right information Right time Solicit input and feedback Over-communication

14. Different Methods of Communication Verbal Email Visual

15. Emotions are Contagious Person upset or angry – quickly spread A person with good sense of humor – get whole room laughing

16. Leadership Strategies Increase contact with individuals Gain a sense of the person’s (team’s) stress Show caring, sensitive concern for them Seek to understand Indicate you are there for them Recognize their good work on the team

17. Leadership Strategies (cont.) Use your sense of humor to approach more more sensitive issues Encourage people to take care of themselves Suggest more work-life balance activities Offer 1 to 1 coaching on issues Have some fun team-building experiences Reaffirm team identity by having “team activities”

18. Emotional Leadership Help everyone manage their emotions Make sense of something confusing or disturbing Give direction Inspire and motivate

19. Ask Yourself: Which events create pressure for me? How do I behave under pressure? What signals do I send to subordinates? Are these signals helpful, or do they undermine the success of my business?

20. Peer Groups for Support: Peers facing similar challenges Clear and stretching collective peer group performance targets Self-governing peer groups Effective means of achieving mutual co-operation Formal part of organization design

21. Building Effective Networks Know which contacts to build into network partners Ascertain level of commitment Sell on benefits Periodically check on progress

22. Being Tough- Holding Hands Do all you can to prevent stress at work Recognize the pressure points and signs of building stress within your team Effectively assist individuals in managing and alleviating stress

23. Prevent Common Stressors – Work Demands Managing workload and resources Dealing with work problems Process planning and organization

24. Preventing Common Stressors-Engagement Empowerment Participation Development

25. Preventing Common Stressors-Support Access and visibility Team health Feedback Individual focus

26. Preventing Common Stressors- Relationships Conflict management Managing emotions Establishing a positive style Empathy

27. Developing a Culture for Stress and Turmoil Assess culture for readiness for change Bring major problems to the surface Identify conflicts Define factors to recognize and influence Resistance for the unexpected

28. Developing a Culture for Stress and Turmoil Identify elements for designing any Change elements Be explicit about culture and underlying values Prepare for the unexpected Create ownership Communicate the message

29. Managing Meetings Establish a set of ground rules for the way people work together Help the team become more self-aware Leaders need to establish positive norms Tune into own and team’s values, priorities, sense of meaning and goals Create a climate where you can articulate a shared mission that moves people

30. Working with Difficult People Positive change strategy Sell benefits Be creative in the use of influence skills Think of differences – styles, types

31. Creating Dissonance Don’t care Just want the job done Fear is your motivator Anger others – act as it didn’t matter

32. Team Celebrations Events and celebrations powerful Addresses the “Need for Belonging” Celebrate accomplishments Opportunity to see colleagues from a different perspective Time to relax - identify with a common purpose

33. Team Celebrations (cont.) Greater interaction Breaks down hidden barriers Often leads to more openness and trust Collective sense of family, inclusiveness

34. Team Celebration Examples: A golf tournament A fishing tournament A 10K run Bowling outings Trips to the casinos Walk-a-thon A picnic Weight-loss contest Team appreciation day Milestone achievements

35. Team Success in Challenging Times- The Five P’s Prepare Positive Participate Provide communication Perform and execute

36. Stress and Resiliency in Turbulent Times Overwhelmed = not engaged Survival mode = not thinking of new way Stress compromises the ability to respond with patience and goodwill Stress compromises the ability to respond quickly Stress compromises innovation Stress compromises talent retention Stress compromises productivity

37. Action for Higher Team Engagement During Challenging Times Give as much control as possible Help employees build self-efficacy Keep the dream alive by celebrating wins Remove unnecessary sources of stress Communicate, communicate, communicate Strengthen relationships

38. Bill Stieber, Ph.D. President, Orchestrated Dynamics 215-860-6098 bill.s@stieber.com www.stieber.com