Leadership Stress: An In-depth Look at How Stress Can

Impact Leaders and Organizations

Sherry Perkins VP Enterprise Solutions

Services

June 27, 2012

Who We Are – Employee assessment specialists

Profiles International: A High-level Overview

• Founded in 1991 •World Leaders in Assessment Solutions • Delivered more than 45M assessments to •40,000 organizations across •Numerous Industry Sectors in •122 Countries and in •33 languages

www.profilesinternational.com

Introducing Profiles International | 2

Introducing Profiles International

Profiles International Founders Jim Sirbasku, CEO, and Bud Haney, President

Your Facilitator

Scheherazade Perkins, M.A. Organizational Development

V.P. Enterprise Solutions Services

30 Years Experience Technology/Management/HR

Business Owner Chair Waco WIB Alliance

SCORE Counselor UOP Management Instructor

sherry.perkins@profilesmail.com 254-399-5517

About the Author

• David Creelman • Author of “Leadership  as  an  HR  Risk”  (HR.Com

Research Paper) • Management Consultant (International

Experience) • MBA from the University of Western Ontario • B.S. Chemistry/Bio Chemistry from McMaster

Audience This webinar is designed for business owners, executives, strategic managers and business professionals who want to understand more about the impact of stress in the life of a leader and the role of the organization in the managing stress levels for its leaders. Learning Objectives: • Describe stress levels in terms of its positive and negative impact on

leader performance and effectiveness. • Evaluate stress levels among leaders within their organizations in terms

of predictive stress indicators. • Set in place actions to anticipate and proactively eliminate the effect of

destructive stress levels among leaders within their organizations.

Learning Objectives

Let’s  Take  a  Pulse.

• On average, how much stress do you experience in a typical

work week? – About right – A little more than reasonable – Entirely too much

How about another pulse check.

• Any body else in your situation would probably have. . .

– Resigned – Resorted to Heavy Medication – Refused to Play

Why Do People Live With Unreasonable Stress?

• They  don’t  think  they have any other options.

• They enjoy living dangerously.

• They  don’t  recognize the danger/downside of stress.

Reality of Stress and Leadership

• Natural – A Part of Life as a Leader (Entry Fee to the Club).

• Can Be Costly. • It’s  predictable,  measureable,  manageable  

and frequently avoidable.

Creelman ( May, 2012)

Gallup Five Essential Elements of Wellbeing

• Career Well-being (your time) • Social Well-being (your relationships) • Financial Well-being ( your economic life) • Physical Well-being ( your health) • Community Well-being ( your

engagement in the community)

Gallup Interview with Rath and Harter (May, 2012)

Gallup Poll Results

• Higher Well-being = 41% lower health-related costs • 60-year olds with higher well-being =

30-year olds with lower well-being • Higher well-being = 35% lower

turnover rate

Gallup Interview with Rath and Harter (May, 2012)

Annual Health-Related Cost To Employer

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

Suffering Struggling Thriving

62%

41%

$11,709

$7,388

$4,395

Gallup Interview with Rath and Harter (May, 2012)

1. Loss of senior talent due to burn-out

2. Deteriorating Engagement in the department

3. Bad decision making

Risks of Stress and Leadership

David Creelman, 2012. www.hr.com

“…we  looked  at  fifty  global  companies  over  a  year,  correlating  employee  engagement levels with financial results...

“The  companies with high employee engagement had a 19% increase in

operating income and 28% growth in earnings per share.

Conversely, companies with low levels of engagement

saw operating income drop more than 32% and earnings per share  decline  11%.”

Source:  Towers  Perrin  ‘Global  Workforce  Study’ (surveyed nearly 90,000 employees in 18 countries)

Engagement = Productivity & Profitability

Enhancing Your Leadership Charisma: A Step-by-Step Guide |

Enhancing Your Leadership Charisma: A Step-by-Step Guide

…a  51%  Gap  in  Operating  Income! …a  39%  Gap  in  Earnings  per  Share!

Source:  Towers  Perrin  ‘Global  Workforce  Study’)) (surveyed nearly 90,000 employees in 18 countries.

…which  equates  to:

Engagement = Productivity & Profitability

…between  high  and  low  engagement  organizations

Enhancing Your Leadership Charisma: A Step-by-Step Guide

Enhancing Your Leadership Charisma: A Step-by-Step Guide |

Stress Model

http://www.mindtools.com/stress/UnderstandStress/StressPerformance.htm

Study Finds Boredom can Actually Kill You

Rajshri on February 09, 2010

Researchers from University College London interviewed more than 7,500 people aged between 35 to 55 years in a three year period from 1985 to 1988. Last year, the researchers followed up on the study and

found that almost 40 percent of those who admitted to feeling great deal of boredom had died.

Read more: Study Finds Boredom can Actually Kill You | MedIndia http://www.medindia.net

/news/Study-Finds-Boredom-can-Actually-Kill-You-64822-1.htm#ixzz1yAgySr00

1. Loss of senior talent due to burn-out

2. Deteriorating Engagement in the department

3. Bad decision making

David Creelman, 2012. www.hr.com

Risks of Stress and Leadership

Decision-making Is Difficult to Isolate

• Poorly thought-out

• Irrational (based on erroneous information)

• Erratic (unpredictable)

• Slow (Analysis paralysis)

• Half-baked, short-sighted

• Lack integrity, unethical

• Lack compassion, people-sensitivity

• Non-existent (no decision is a decision)

Reality of Stress and Leadership

• Natural – A Part of Life as a Leader (Entry Fee to the Club).

• Can Be Costly. • It’s  predictable,  measureable,  manageable  

and frequently avoidable.

Creelman ( May, 2012)

1. Loss of Senior Talent Due to Burn-out – Pre-mature Attrition – Health Care Costs – Decision-Making Impaired

2. Deteriorating Engagement in the Department – Lower Performance, Productivity and

Profitability 3. Stress Levels Must Be Balanced

David Creelman, 2012. www.hr.com

Key Points

Assessing Risk (How Much is Too Much?)

http://www.depression-anxiety-stress-test.org/take-the-test.html

Assessing Risk (How Much is Too Much?)

http://www.depression-anxiety-stress-test.org/take-the-test.html

Risk Mitigation

Programs • Stress Management Training

• “Ten  Minute  Fitness”

• Good habits

– Take a break

– Exercise

– Think before Accepting Work

– Create Predictable Time Off

Emergency Response • Employee Assistance

Programs

• Coaches

• Group Interventions/Focus Groups

Risk Mitigation

Self The Job

Boss The Environment

Clearly defined Expectations understood Expectations reasonable Work pace Predictable Supervision provided Penalty for error?

Risk Mitigation

Self The Job

Boss The Environment

How do you learn? How do you work? What do you enjoy? What motivates you? What frustrates you? What is your greatest fear? Are your talents being fully utilized?

Risk Mitigation

Self The Job

Boss The Environment

What  is  the  boss’   leadership style? How effective is the communication between you? How comfortable are you in being candid with the boss? How candid is the boss with you?

Risk Mitigation

Self The Job

Boss The Environment

Work stability Silos and clicks? Informal pecking order? Innovation encouraged?

Risk Mitigation

Self The Job

Boss The Environment

How do you learn? How do you work? What do you enjoy? What motivates you? Are your talents being fully utilized?

Clearly defined Expectations understood Expectations reasonable Work pace Predictable Supervision provided Penalty for error?

Leadership style Leadership communication Candor / Trust

Work stability Silos and clicks? Informal pecking order? Innovation encouraged?

FIT

The Real You

What I can expect

from the employee.

What the employee will need from me.

The Real You

What I can expect

from the employee.

What the employee will need from me.

FIT

Using Assessments to Predict Behavior PPI Report

PTA Report

What Can Assessments Tell Us About People?

What I can expect from

them?

What will theyneed from us?

PPI Individual Graph

Stages of Concern Model

Awareness

Informational

Personal

Management

Consequences

Collaboration or Implementation

Improve or Choose Better Solution

Scale 4(C ) Scale 3 (S) Scale 2 (I ) Scale 1 (D)

Concerns Based Adoption Model (CBAM), Hall and Rutherford (1979) Retrieved from http://www.techlearning.com/article/42264

Sample Team Analysis

D I S C D I S C D I S C

Numbers represent members of the team. The team represents the team leader. The 3 represents a new team member.

Reality of Stress and Leadership

• Natural – A Part of Life as a Leader (Entry Fee to the Club).

• Can Be Costly. • It’s  predictable,  measureable,  manageable  

and frequently avoidable.

Creelman ( May, 2012)

1. Stress Levels Can Be Measured. 2. Stress Levels Can Be Managed. – Assessments – FIT

3. Stress Levels Can Be Avoided. – Predictive Models – Individual and Team Analysis

David Creelman, 2012. www.hr.com

Key Points

Audience This webinar is designed for business owners, executives, strategic managers and business professionals who want to understand more about the impact of stress in the life of a leader and the role of the organization in the managing stress levels for its leaders. Learning Objectives: • Describe stress levels in terms of its positive and negative impact on

leader performance and effectiveness. • Evaluate stress levels among leaders within their organizations in terms

of predictive stress indicators. • Set in place actions to anticipate and proactively eliminate the effect of

destructive stress levels among leaders within their organizations.

Learning Objectives

What’s  Next?  

• Survey your organization to determine the level of engagement of your workforce?

• Examine your team for pockets of imbalance and high stress levels?

• Assess  one  of  your  leader’s  to  determine the sources of stress and measures needed to counteract.

Who Wants a Free Leader Assessment?

Yes / No

Questions ?

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