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Stress is heavy lighten up ciastd
1.
STRESS IS HEAVY;
LIGHTEN UP! presented by Lou Russell, Russell Martin & Associates (317) 475-9311 @nolecture info@russellmartin.com nolecture.russell@gmail.com www.russellmartin.com © Russell Martin & Associates www.russellmartin.com Slide 1
2.
Spell and Count
(Alain Rostain throughThiagi, JoltsVol. 1) 1. Group into 5 – 8 people. 2. Elect the Starter. 3. Spell the provided word one letter at a time. 4. Count off from 1 – 10. 5. Count off AND Spell. Page 2 © Russell Martin & Associates www.russellmartin.com
3.
Content A Model
for High Performance Stress, Triggers and Decisions Super L&D Leadership Leader Strategies for the Real World Page 3 © Russell Martin & Associates www.russellmartin.com
4.
Learning Objectives
Identify triggers, strengths, and motivators that drive high performance for you and your team Identify and mitigate opportunities for Me/Me, Me/You and Me/Job conflict Identify how leadership has changed and how that impacts my contribution Page 4 © Russell Martin & Associates www.russellmartin.com
5.
What Happens to
Me? 100% people said… stress worse than 75% a generation ago job is 50% extremely stressful 25% job is #1 stressor Page 5 © Russell Martin & Associates www.russellmartin.com
6.
What Happens to
Me? 100% stress worse than This information was a generation ago obtained in the 1990's in 75% large surveys by job is Northwestern National extremely Life Insurance Co, stressful Princeton Survey 50% Research Associates, St. Paul Fire and Marine job is #1 Insurance Co., Yale stressor University and The 25% Families and Work Institute. Page 6 © Russell Martin & Associates www.russellmartin.com
7.
What’s Different? Projects
are Flash Mobs Page 7 © Russell Martin & Associates www.russellmartin.com
8.
Competencies
Managing Changing Seeks to grow performance through Motivates employees Roles: accountability, a clear understanding of EQ, to high performance vision, prioritization, cognition, behaviors, motivators at all times project management, and competencies relationships, transition, metrics Empathy to Motivate: Manages own leadership transformation, develops strategies to lead through change unique to a person, builds skills to lead change Trust: build, communicate, care, Innovation: flexible conflict thinking, doing/ planning management, /learning, seizes diversity opportunities, manages risk Page 8 © Russell Martin & Associates www.russellmartin.com
9.
A Model for
High Performance High Performing Team Trust / Alignment Accountability (self / others) Strengths and Processes, Roles, Challenges Measures Vision, Mission, Values Vision, Mission, Values Page 9 Behaviors / Motivators SELF & AssociatesEQ © Russell Martin TEAM www.russellmartin.com Behaviors / Motivators
10.
Accountability Learn & Grow
/ Take action and learn Make it happen Empowerment Find solutions This can work Accept ownership It starts with me Acknowledge situation I’m a piece of the puzzle Wait n’ Hope Somebody should do something Blame self It’s my fault, guilt Blame others It’s their fault Denial This has nothing to do with me Protect & Defend – Be Right Page 10 © Russell Martin & Associates www.russellmartin.com
11.
Fixes that Fail
S B Hurry Up Shortcuts O S R New Problems S Page 11 © Russell Martin & Associates www.russellmartin.com
12.
How Clearly Do
You See? Page 12 © Russell Martin & Associates www.russellmartin.com
13.
Fight, Flight or
Freeze Page 13 © Russell Martin & Associates www.russellmartin.com
14.
Page 14
© Russell Martin & Associates www.russellmartin.com
15.
What Happens to
Me at Work? Four Hour Emotional Hangover Workers' Compensation - Dr. Izzy Justice, Emotional Quotient Page 15 © Russell Martin & Associates www.russellmartin.com
16.
Your Body Reacts:
It’s Chemical There is always tension Ironically, the workplace has to return to become one of the most the ‘cow inefficient places to work. paths’. Page 16 © Russell Martin & Associates www.russellmartin.com
17.
Influencing Skills
Avoid Pain Improve How do you approach life? • Intention to • Intention to protect and learn and grow defend • Initially difficult • Quick fix, small to break habits initial gain (hard coded) • Avoid • Long term conversations benefit • May drive losing • Grows relationship relationships through trust Page 17 © Russell Martin & Associates www.russellmartin.com
18.
Anxiety As a
Signal Your anxiety is actually a signal telling you to slow down and assess the situation: Lack of… Action SKILL Training PREPARATION Practice SUPPORT Build Support EXPERIENCE Go For IT! Page 18 © Russell Martin & Associates www.russellmartin.com
19.
Self-Awareness: Six Disruptive
Emotions Emotions are a CALL to ACTION: Disruptive Emotion Your Experience Your Negative Reaction Anger / Defensiveness Anxiety / Fear Guilt / Shame Feeling “Down” Insecurity Embarrassment “Speak politely to an enraged dragon.” ― J.R.R. Tolkien Page 19 © Russell Martin & Associates www.russellmartin.com
20.
Get off the
Cow Path 1. Notice. 2. Stop. Take a deep breath and step off the path. 3. From your new place, process what you are experiencing: 1. Name the emotion (breath). 2. Acknowledge your thoughts (breath). 4. Shift. Ask yourself some new questions: What would help? How could this get better? What do I want things to be like? (keep breathing) 5. Listen to your mind give you a few responses. Choose the one you want to act on. Keep it simple. 6. DO IT NOW! 7. Repeat as necessary. Page 20 © Russell Martin & Associates www.russellmartin.com
21.
Defining Emotional Intelligence An
team or individual with mediocre IQ but high EQ will outperform a team with the highest IQ and low EQ. DISC Decision Making Motivators Competency (Superior Performance) Behavior 360 Cognition Assessments Performance EQ Multiple Reviews Intelligence Memory Page 21 © Russell Martin & Associates www.russellmartin.com
22.
Composed of the
Capacity for… Self-Awareness – recognizing your feelings and behaviors INTRAPERSONAL Self-Regulation – managing your feelings and behaviors appropriately and staying motivated in spite of setbacks and obstacles Motivation – the desire to improve INTERPERSONAL Empathy – understanding what others feel Social Skills – building rapport and collaborating with others Page 22 © Russell Martin & Associates www.russellmartin.com
23.
The Behavioral Intelligence
EQ Assessment Profile Pages 28-29 Page 23 © Russell Martin & Associates www.russellmartin.com
24.
Self and Team
Clarity Who am I? What are my priorities / values? What are my strengths / blind spots? What is my plan? Page 24 © Russell Martin & Associates www.russellmartin.com
25.
Your Behavioral Strengths:
DISC C Careful Urgent D Objective, clear Pioneering High standards Innovative Good analyst Driven Detailed Likes challenge Picky Demanding Aloof Quick to anger Fearful Steady and sincere Optimistic Patient Motivator Empathetic Team Player Logical Problem solver Service-oriented Emotionally needy Apathetic under stress Inattentive Passive Trusting Resists change Poor with details S I Page 25 © Russell Martin & Associates www.russellmartin.com
26.
Style Analysis Graphs
D I SC D I SC 100 100 90 90 80 80 Your How 70 70 “perfect” you place adapt 60 60 50 50 40 40 30 30 20 20 10 10 0 0 Adapted Natural Page 26 © Russell Martin & Associates www.russellmartin.com
27.
Interacting with Other
Styles Choose to adapt temporarily rather than permanently pretend to be what you are not Page 27 © Russell Martin & Associates www.russellmartin.com
28.
Teams Page 28
© Russell Martin & Associates www.russellmartin.com
29.
Workplace Motivators
Search for value of life Champion of beliefs Rigid Help others Order, unity Seeks Truth/ Empathy Always right Knowledge Generous Problem solving Self-sacrifice Impractical Can’t say “no” Watches “Discovery Channel”, PBS Stop hate and conflict Achieve inner vision Make Money Self-fulfillment Practical Humor or sarcasm Future oriented, savings Impractical Workaholic Inner feelings not logic Seeks to win Never enough Control, power End justifies means Breaks rules Can appear to feel superior to others Page 29 Page 29 © Russell Martin & Associates www.russellmartin.com
30.
Motivators Graph
Top 2 Situational 2 80 70 60 50 40 Averages 30 20 10 0 The Uti Aes Soc Ind Tra 60 30 50 48 27 37 Low 2 Page 30 © Russell Martin & Associates www.russellmartin.com
31.
The primary task
of all effective leadership in organizations is to figure out ways to drive other people’s emotions in a positive direction. Page 31 © Russell Martin & Associates www.russellmartin.com
32.
A miracle will
occur tonight while you sleep and when you wake, you will have the PERFECT LIFE. What does it look like? 32
33.
A Model for
High Performance High Performing Team Trust / Alignment Accountability (self / others) Strengths and Processes, Challenges Roles, Measures Vision, Mission, Values Vision, Mission, Values Page 33 Behaviors / Motivators SELF EQ TEAM Behaviors / Motivators © Russell Martin & Associates www.russellmartin.com
34.
The Paradox of
Movement (a variation onAristotle’s work) Super X L&D Leader X X As workload increases… Page 34 © Russell Martin & Associates www.russellmartin.com
35.
How Can I
Get More HELP? At www.russellmartin.com: •Purchase the Infoline at www.astd.org •Visit our RMA Virtual Playground •Purchase EQ assessment, EQ course (in- a-box), books, webinars •Get our LEARNING FLASH e-zine for more tips and tools •Find out about public webinars and workshops •Buy fun stuff in the store Page 35 © Russell Martin & Associates www.russellmartin.com
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