This was a presentation given by Jimmy Young, Senior Practice Manager at Lloyds Banking Group, to the APM Scotland branch membership in Edinburgh in September 2014. Jimmy's presentation provided an insight into how Lloyds performance manage, assign and develop their project managers in a £1.5billion+ portfolio of projects delivering over 33,000 changes a year. A key component of this work is the personal resilience of the colleagues and their ability to cope with stress in both personal and business life. Increasing recognition of the importance of the work/life balance and the true cost of stress in the workplace was spectacularly illustrated by the problems faced by their own CEO António Horta-Osório in 2011. Antonio recovered and was able to return to his post but now has a support infrastructure in place to prevent overwork. This ethos is now prevalent throughout Lloyds with the acknowledgement that “sometimes it is OK not to be OK” and staff are supported by people like Jimmy who can help them to develop resilience and redress the work/life balance if they are feeling pressurised or stressed. Jimmy handed out a “How balanced is your life?” worksheet that the audience were able to fill in before and after his talk and then do some self-analysis on areas which might be a cause for concern. We also grappled with the question “which way round does the toilet roll go?” (Jimmy and I disagree on this!) and why some seemingly trivial things can be trigger points for underlying issues. Lloyds is building a caring, modern workplace where there is a collective responsibility and sense of community resulting in, unsurprisingly, happier and more productive employees.

1. INTERNAL USE ONLY
COO PM PRACTICE
Customers at the heart of our business
Jimmy Young
Scottish Regional Lead – PM Practice
Sept 2014

2. WHAT WE’RE GOING TO COVER
2
Background
Structure
Colleague Engagement
Resilience

3. SOMETHING SOFT
3

4. ACCORDING TO MICROSOFT – SOMETHING SOFT
4

5. BACKGROUND - SOME FIGURES
5

6. 6

7. PMP PRIORITIES
7
CUSTOMER EXCELLENCE
- Engage with the CIO Directorates
- Uplift capability of PMs
BUSINESS EXCELLENCE
- Continue to simplify the PM processes and Operating Model
COLLEAGUE EXCELLENCE
- Invest in training (e.g. masterclasses and accreditations – 75%)
- Rebalance workforce to reduce reliance on contractors
- Develop new talent (PM Academy)

8. • Development of the Senior Practice
Manager role to establish CIO
relationship management capability
• Alignment of permanent resources to
specific CIOs or Domains
• Creation of CIO Implementation
Management Lead roles (CIO IM Leads)
• CIO alignment of the Contractor Practice
Management teams
PMP INITIATIVES
8
• Establishment of the Practice as a Centre
of Excellence to provide PMs with SMEs
tools and resources
• Creation of the PM Academy to onboard
junior PMs and Next Generation
Graduates
• Training (e.g. masterclasses)
• Accreditations introduced to teach best
practices
CIOAlignment
CapabilityOperations
Workforce
• Revision of workforce strategy
• Initiation of a recruitment campaign

9. RESULTS & BENEFITS
9
Benefits
Supports the
Group IT strategy:
Putting the
customer at heart
of our business
Long-term
capability uplift
and increased
SME knowledge
 Cost savings
 Lower risk
 Improved service and
timescales
 Increased productivity
and synergies
 Capable resources
 Change delivered faster
 Reduced contractor/perm
ratios
 Reduced resource
allocation lead times
Improvements in
agreed KPI’s
Productive
relationships with
HoPDs and
HoOPs
established
Deeper insight on
portfolio demand
Greater levels of
colleague
certainty around
future
assignments
Enhanced
Implementation
Management
services
Simplified
resource
allocation process
Engaged
contractor
community
Results

10. COLLEAGUE ENGAGEMENT
10
• Regular surveys / Healthchecks
• Change initiatives driven by colleagues
• Recognise
• Small things matter
• D2MAD
• Work life balance
• Resilience

11. Resilience

12. Page 12
Disclaimer
All content in this presentation and within the HR Health & Wellbeing site is provided for
general information only and should not be treated as a substitute for the medical advice
of your own doctor or any other healthcare professional.
Lloyds Banking Group is not responsible or liable for any diagnosis made by a user
based on this content.
Lloyds Banking Group is not liable for the contents of any external internet sites listed,
nor does it endorse any commercial product or service mentioned or advised on any of
the sites .
Always consult your own GP if you’re in any way concerned about your health or an
independent financial adviser if you are concerned about your finances.

13. How Balanced is Your Life?
Physical
Environment
Health
Money
Personal Growth
Fun / Recreation
Family
Career
Friends
Page 13

14. Resilience – why are we doing this?
Page 14
• We want to look after you and have you look after yourself
• We want you to look out for your family and colleagues
• We want to de-stigmatize “Stress”
• We want you to say no if you are doing too much

15. Resilience – why are we doing this?
Page 15
Stress creeps up on you and then!

16. “Resilience is the long-term capacity of an individual to
deal with change and continue to develop.”
 Stockholm Resilience Centre
Page 16
What is Resilience?
Resilience is the ability to:
 Bounce back
 Take on difficult challenges
 Respond positively to difficult situations
 Rise above adversity
 Cope when things look difficult
 Have a more positive outlook when faced with challenging situations
 Transform unfavourable situations into wisdom, insight, and compassion

17. Page 17
 Integration
 TSB
 Simplification
 Customer First
And not least
 Technology
 Keeping the show on the road
Our Achievements

18. Page 18
 Decision making always difficult
 Leaders do not have all the answers
 Time and information is not always available
 Being asked to do more with less
 Pace and volume of work to remain high
 Company / customer expectations are higher
 Technology prevalent
– Always available
– Information overload
 Ongoing pressure of needing to balance life with work
In continuing to deliver, we also need to get the next piece right..
 There is a sense of purpose – Who we are and what we stand for
 Meaningful fulfilling work, which gets the best out of our people
 We develop our people and actively managing our talent
 We focus on the right things – at work and in life
Our Achievements
High quality outcomes at pace is the expectation we have
set, but there are some realities we must manage…

19. Pressure & Performance
Where were you during 2012? Where are you now?
Page 19Remember how our CEO was affected at the end of 2011…
Hypostress
Eustress
Hyperstress
The right amount of
pressure is healthy…and it
is hard to get this right

20. Page 20
Pressure & Performance
Indicators of Stress – You and Others!
Physical Signs Psychological / Emotional Signs Behavioural Signs
Headaches
Muscular tension
Backache and/or Neck ache
Tiredness and sleep problems
Digestive problems
A raised heart rate
Skin rashes
Sweating
Blurred vision
Feelings that you can't cope, negative or
depressive feeling
Irritability and mood swings
Disturbed eating patterns
Finding it hard to concentrate
Feeling less motivated
Disappointment with yourself
Increased emotional reactions – more
tearful or sensitive or aggressive
Loneliness, withdrawn
Loss of motivation commitment and
confidence
Mood swings (not behavioural)
Poor memory
Increased smoking, drinking or
drug taking ‘to cope’
Changes in eating habits
Mood swings effecting your
behaviour
Changes in sleep patterns
Twitchy, nervous behaviour
Changes in attendance such as
arriving later or taking more time
off.

21. Page 21
Pressure & Performance
Indicators of Stress – Two easy ones!

22. Must be topped up regularly
Page 22
The Well-Being Reservoir

23. Taken from www.robertsoncooper.com/well-being-resources-hub
Page 23
Resilience - Personality

24. Taken from www.robertsoncooper.com/well-being-resources-hub
Page 24
Resilience - Situational

25. What are rules for living?
Beliefs about ourselves and the world, which determine how we behave and what we expect from
the world around us.
Rules for living are often learned in childhood and are an important part of who we are, and
usually contain the words should, ought, or must.
When held too strongly and without exception, though, rules for living can mean we put ourselves
under a lot of pressure, anxiety and frustration.
Softening rules to guidelines:
Rule Guideline
I must never be late
I will always try to be on time, but
occasionally there will be
circumstances I can’t control which
may make me late.
Page 25
Rules for Living or Beating yourself up

26. Building Resilience
Workplace Actions for Building Resilience
Page 26
COLLEAGUE
1. Be Active
Make an excuse to move more at
work
Walking meetings; visit a different
floor; use the stairs, not the lifts.
MANAGER
1. Get People Moving
Organise team activities
Support LBG schemes, e.g. Bike to Work
Encourage people away from their desks
at lunchtime
2. Take Notice
Focus on one task at a time
Look out for colleagues – know the
signs and symptoms of stress
2. Nurture Sensitivity
Ensure colleagues take breaks
Encourage a focus on completing tasks,
not taking on too much at once

27. Page 27
COLLEAGUE
3. Give / Volunteer
Recognise the achievements of
others
Give your time to worthy causes
Make sure your manager says
please and thank you
MANAGER
3. Encourage Volunteering
Support Day to Make a Difference
Arrange activities to support the
Charity of the Year
4. Connect with Others
Ensure social contact doesn’t take a
back seat
LinkedIn and social networking tools
4. Foster a Sense of Community
Encourage 360 degree connections
beyond your immediate work group
Arrange social/networking events
Building Resilience
Workplace Actions for Building Resilience

28. Page 28
COLLEAGUE
5. Keep Learning
Don’t lose sight of personal
development
We build resilience as we learn – it
makes us better at coping with new
situations
Find new hobbies and pastimes
Use the ‘Matched Learning’ scheme
through LBG Flex
MANAGER
5. Promote Learning
Encourage stretch objectives
Use the Balanced Scorecard to good
effect
Promote secondments and other
learning opportunities
Building Resilience
Workplace Actions for Building Resilience
Adapted from Dept of Health Emotional Resilience Toolkit

29. Page 29
1. Talk to someone. Communication is important, whether it’s with a friend, family member or
counsellor. Communication enables you to release tension rather than keep it inside.
2. Improve your self-esteem. Self-esteem is the way you feel about yourself. Lots of things can lower our
self-esteem, such as a relationship break-up, not getting the job you wanted or putting on weight. None
of these things makes us worth less, but it can feel that way. The best way to improve your self-esteem is
to treat yourself as you would treat a valued friend, i.e. in a positive but honest way. Notice when you’re
putting yourself down. Tell yourself something positive instead.
3. Manage your stress levels. Being in a stressed state of mind a lot of the time can make it easier for
you to overreact or feel negative compared to someone who is relaxed.
Managing your stress can be a gradual process. Look at your lifestyle. If you have a lot of stress in your
life, find ways to reduce it, such as asking your partner to help with chores in the house, taking a relaxing
yoga class, or talking to your boss about changing your working hours. Introduce regular exercise and
time to yourself. These are positive changes. Taking control of your time in this way can
effectively reduce stress.
If you have anxiety with stress, breathing exercises can help.
Building Resilience
Personal Actions for Building Emotional Resilience

30. Page 30
4. Enjoy yourself. Doing things that you enjoy is good for your emotional health. Watching sports with a
friend, having a soak in the bath, or meeting up with friends for coffee are examples of small activities
that can improve your day. Avoid things that seem enjoyable at the time but make you feel worse
afterwards, such as alcohol, or clothes shopping if you’re on a tight budget.
5. Limit your alcohol intake. You don’t have to give up alcohol completely to be emotionally resilient,
but avoid drinking more than the recommended limit.
6. Choose a well-balanced diet
Making healthy choices about your diet can make you feel emotionally stronger. You’re doing something
positive for yourself, which lifts your self-esteem, and a good diet enables your brain and body to work
efficiently.
7. Do exercise
Even moderate exercise releases chemicals in your brain that lift your mood. It can help you to sleep
better, have more energy and keep your heart healthy.
Building Resilience
Personal Actions for Building Emotional Resilience

31. Page 31
8. Get enough sleep
Make sure that you make sleep a priority. Some people find this very hard at certain times in their lives,
for example, new parents and those working shifts. Ask your partner or a family member to help you so
that you can catch up on sleep.
9. Develop good relationships
Our relationships are part of who we are and how we feel. Think about your relationships with family,
friends, your partner. Do they have your best interests at heart? Do you enjoy their company? Are you
happy with the way you act towards them? Start to think about how you can improve your relationships,
then make little changes.“
10. Know the warning signs
Try to recognise when negative emotions start creeping in, whether it’s stress, anxiety or feeling sad.
When you know the warning signs you can do the things that you know will help. For example, a good
chat with a close friend or some relaxing breathing exercises.
Adapted from NHS Choices – Build up your Emotional Resilience
Building Resilience
Personal Actions for Building Emotional Resilience

32. How Balanced is Your Life? – Part Two
Physical
Environment
Health
Money
Personal Growth
Fun / Recreation
Family
Career
Friends
How balanced does the shape of the wheel look?
Which areas of your life are you currently happy with?
Where do you think improvements can be made?
Page 32

33. Top Ten Quick Wins
1. Get a personal mobile and switch the Blackberry off when you leave work and at
weekends
2. Switch off you email notifications and schedule email time each day
3. Schedule time for your housekeeping – ART, training, BEN, etc and stick to it
4. Schedule meetings to be 50 mins - allows you to get a coffee / move between
rooms
5. Schedule lunch breaks and keep them – move them but keep them
6. Learn to say thank you to colleagues and friends
7. Learn to put your hand up and say you are too busy
8. Make sure you have someone you can talk to – at work / home / friend
9. Remember its easy to fix something before it breaks
10. Remember what its like to laugh and try it

34. Closing thoughts
Keep in View…
 Find your balance – everyone is different
 Make time for yourself to explore interests outside work
 Take regular exercise
 Friends & family are important
 Write your own obituary
 Don’t overload yourself – learn to push back when necessary
 Recognise when you need help and know it is fine to ask
 Everything doesn’t have to be perfect…
 Challenge your thinking
 It’s ok to fail occasionally – don’t put yourself down
 Create a healthy relationship with your line manager and peers
– we should be looking out for one another
Page 34

35. And finally!
Page 35

36. This presentation was delivered at
an APM event
To find out more about upcoming
events please visit our website
www.apm.org.uk/events