Great days at work ilm march 2014
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This was a presentation to the Institute of Leadership and Management in Bristol, March 2014.
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Great days at work ilm march 2014
- 1. Managing at Great DaysStressWork Suzanne Hazelton © 2014 Suzanne Hazelton
- 2. Great Days at Work Suzanne Hazelton working with leaders and teams to THRIVE! © 2014 Suzanne Hazelton
- 3. Agenda • Introduction • Part 1: What makes a great day at work? • Part 2: Tools to thrive – The impact of Positive Emotions in the workplace • Part 3: Better work relationships – Active Constructive Responding 3 © 2014 Suzanne Hazelton
- 4. Suzanne’s toolkit MSc. Applied Positive Psychology 2012 Business Coaching 2011 Transactional Analysis (2 years) 2008 Firo-B 2007 IBM Certified Learning Professional 2007 Transactional Analysis 101 2006 NLP Master Practitioner 2005 MBTI Practitioner 2005 Train the Trainer 2004 NLP Certified Practitioner 2003 IBM Senior IT Specialist Profession 2003 NLP Diploma 2002 Professional Cert in Management 2002 Microsoft Certified Systems Engineer 1998 Microsoft Certified Professional 1997 BSc (Hons) Industrial & Business Systems1994
- 6. Psychotherapy … referring to therapeutic interaction between a trained professional and a client, (patient, family, couple, or group). © 2014 Suzanne Hazelton Psychology is an academic and applied discipline that involves the scientific study of mental functions and behaviours. Positive psychology seeks "to find and nurture genius and talent", and "to make normal life more fulfilling", rather than merely treating mental illness.
- 7. Great Days at Work Framework
- 8. Activity 1: Small Group Work • In a moment, move & sit with some people you don’t yet know well • Briefly introduce yourself to the others in your group • Discuss what it’s like when you have …. – Not so good days at work – Great Days at Work
- 9. From stressing to thriving -5 © 2014 Suzanne Hazelton 0 + 5
- 10. “What is the path to sustained increase in shareholder value?” Stock Increase Real Profit Increase Sustainable Growth Loyal Customers Engaged Employees Enter Here Great Managers Identify Strengths The Right Fit From: First, break all the rules. What the worlds greatest managers do differently. Buckingham & Coffman
- 11. 11
- 12. Stress impacts the individual & the organisation © 2014 Suzanne Hazelton
- 13. Sources of stress will not disappear Intrinsic to job Organisation interface with outside • • Company vs Family demands Company vs Own interests etc • • • Too much / Too little work Poor physical working conditions Time pressures etc Role in organisation • • • You Career Development • • • • Over promotion Under promotion Lack of job security Thwarted ambition etc Personality Tolerance for ambiguity Ability to cope with change Motivation Being in the organisation • • • 13 Lack of effective consultation Restriction on behaviour Office politics etc Role conflict / ambiguity Responsibility for people No participation in decision making etc Relations within organisation • • • • Poor relations with boss Poor relations with colleagues & Subordinates Difficulties in delegating responsibility
- 14. From stressed to thriving – what works? 1. Develop coping skills 2. Discover the secret behind positive emotions – Unlink work from how you feel – Micro rests
- 17. Seven benefits of Positive Emotions • Health • Moods go viral • Builds resilience • Opportunity magnet • Create positive memories Broaden thinking – noticing opportunities • Build high performing teams
- 18. It takes sunshine and rain to make a rainbow
- 19. Negative has more impact than positive
- 22. Balance of negative and positive 3 positive for every negative
- 24. What can you do to build your reservoir of positive emotions? © 2013 Suzanne Hazelton 24
- 25. Strengths Savouring Acts of Kindness Gratitude Balanced time perspectives Positive Emotion © 2013 Suzanne Hazelton 25
- 26. Activity 2: “Three Good Things” • Think of 3 good things that have happened to you today / this week? • Pair up with someone you don’t yet know (well) – Briefly introduce yourself • Share one good thing that’s happened to you this week (big or small, you choose the context) – Notice how you feel • Swap
- 27. Art & Science of Communication © 2013 - Suzanne Hazelton
- 28. ”People don’t always remember what you say or even what you do, but they always remember how you made them feel.” ~ Maya Angelou. © 2013 - Suzanne Hazelton
- 29. How do you respond to someone else’s good news?
- 30. How do you respond to someone else’s good news? DON’T GET OVER-EXCITED
- 31. Many of us notice what’s ‘wrong’ with an idea, or the ‘risks’ associated with a course of action … but research shows that relationships are built on an initial positive response. The person will be more likely to listen later if you first share their enthusiasm. © 2014 - Suzanne Hazelton
- 32. “Seek first to understand, then be understood” ~ Stephen Covey © 2014 - Suzanne Hazelton
- 33. Passive and Constructive Active and Constructive Acknowledges the news and moves on Focuses on them Takes an active interest – asks questions Helps the person capitalise on the good news Passive and Destructive Active and Destructive Grabs the spotlight Changes the subject Immediately identifies the downsides and concerns (Nonverbal communication: displays of negative emotions such as furrowed brow, frowning.) Gable, S.L., et al., What Do You Do When Things Go Right?
- 34. Passive and Constructive Active and Constructive “That’s good news.” “That’s great, I know how important that promotion was to you! We should go out and celebrate and you can tell me what excites you most about your new job” (Nonverbal communication: little or no active (Nonverbal communication: maintaining good emotional expression.) eye contact; displays of positive emotions such as genuine smiling, laughter and appropriate touch) Passive and Destructive Active and Destructive “What are we doing on Friday night?” “That sounds like a lot of responsibility to take on. There will probably more stress involved in the new position and longer hours at the office.” (Nonverbal communication: little or no eye contact, turning away, leaving the room) Gable, S.L., et al., What Do You Do When Things Go Right?
- 35. Activity 3: Responding “Active Constructive” • Pair up with someone you don’t yet know (well) – Briefly introduce yourself • ‘A’ - Share one good thing that’s happened to you this week (big or small, you choose the context) • ‘B’ – find something to genuinely comment on in a positive way (i.e. Active Constructive). – Both, notice (what’s familiar, what’s new) • Swap
- 36. What will you do (or do more of) as a result of this workshop? (more info to follow) 36
- 38. Recommended Reading • Great Days at Work • The Resilience Factor • The Time Paradox Emotion Thinking Problem – http://www.thetimeparadox.com/ • The How of Happiness • Positivity – http://positivityratio.com/ • Assertiveness at Work • actionforhappiness.org/10-keys-to-happier-living
- 39. “As long as you live, keep learning how to live” ~ Seneca 39
- 40. Suzanne Hazelton’s contact details Suzanne is a leadership coach, working with individuals and teams to THRIVE! A positive psychologist, coach and trainer – she’s worked with thousands of people. She’s the author of not just one, but two books: Raise Your Game, and Great Days at Work (Kogan Page). She’s a contributing author to a third: Entrepreneurs Succeed With Us. She works with a range of clients on people & thriving related topics. • Email: suzanne@johnsonfellowes.co.uk • Twitter: @SuzanneHazelton © 2013 Suzanne Hazelton
- 41. Managing Stress Great Days at Work Suzanne Hazelton THANK YOU © 2014 Suzanne Hazelton
- 42. More information Emotion Thinking Problem • Communicating for business action – Blog article: http://suzannehazelton.com/2013/05/28/busines s-communications/ • Assertiveness – Blog article: http://suzannehazelton.com/2013/03/17/6-waysto-increase-your-assertive-language/ – Video: http://www.youtube.com/watch?v=M0bR6nyxeb4 © 2013 Suzanne Hazelton
- 43. References Back, K., & Back, K. (1999). Assertiveness at work : a practical guide to handling awkward situations (3rd ed. ed.). London: McGraw-Hill. Boniwell, I., Osin, E., Linley, P. A., & Ivanchenko, G. V. (2010). A question of balance: Time perspective and well-being in British and Russian samples. The Journal of Positive Psychology, 5(1), 24-40. doi: 10.1080/17439760903271181 Bono, J. E., & Ilies, R. (2006). Charisma, positive emotions and mood contagion. The Leadership Quarterly, 17(4), 317-334. doi: 10.1016/j.leaqua.2006.04.008 Cheng, C. (2003). Cognitive and motivational processes underlying coping flexibility: A dualprocess model. Journal of Personality and Social Psychology, 84(2), 425-438. doi: 10.1037/0022-3514.84.2.425 Csikszentmihalyi, M. (2002). Flow : the classic work on how to achieve happiness (Rev. ed. ed.). London: Rider. Fredrickson, B. (2009a). Positivity : groundbreaking research reveals how to embrace the hidden strength of positive emotions, overcome negativity, and thrive (1st ed.). New York: Crown Publishers. Fredrickson, B. (2009b). The Positivity Ratio. Retrieved 12th March, 2011, from https://www.positivityratio.com/ Fredrickson, B. L. (2001). The role of positive emotions in positive psychology: The broaden-andbuild theory of positive emotions. American Psychologist, 56(3), 218-226. doi: 10.1037/0003-066x.56.3.218
- 44. References (continued) Fredrickson, B. L., & Losada, M. F. (2005). Positive Affect and the Complex Dynamics of Human Flourishing. American Psychologist, 60(7), 678-686. doi: 10.1037/0003-066x.60.7.678 Huppert, F. A. 2009. Psychological Well-being: Evidence Regarding its Causes and Consequences. Applied Psychology: Health and Well-being, (2), 137–164. Loehr, J. E., & Schwartz, T. (2003). The power of full engagement : managing energy, not time, is the key to high performance and personal renewal. New York: Free Press. Lyubomirsky, S. (2010). The how of happiness : a practical approach to getting the life you want. London: Piatkus. Lyubomirsky, S., King, L., & Diener, E. (2005). The Benefits of Frequent Positive Affect: Does Happiness Lead to Success? Psychological Bulletin, 131(6), 803-855. doi: 10.1037/00332909.131.6.803 Reivich, K., & Shatte, A. (2002). The resilience factor : 7 essential skills for overcoming life's inevitable obstacles (1st ed.). New York: Broadway Books. Schwartz, T., Gomes, J., & McCarthy, C. (2010). The way we're working isn't working : the four forgotten needs that energize great performance. London: Simon & Schuster. Sheldon Cohen, P., Cuneyt M. Alper, M., William J. Doyle, P., John J. Treanor, M. a., & Ronald B. Turner, M. (2006). Positive Emotional Style Predicts Resistance to Illness After Experimental Exposure to Rhinovirus or Influenza A Virus. Psychosomatic Medicine, 68(6). doi: doi: 10.1097/01.psy.0000245867.92364.3c Zimbardo, P. G., & Boyd, J. (2008). The time paradox : the new psychology of time. London: Rider.
Notes de l'éditeur
- I’m Suzanne Hazelton. I’m a coach, trainer and author. I work with individuals and businesses helping them to thrive.@SuzanneHazelton
- Hand draw the mental health spectrum
- Ideally groups of 5 – 7
- The HSE* suggest that:“work related stress develops because a person is unable to cope with the demands being placed on them”
- Health: Positive emotions are good for your health, they increase the number of antibodies - essential for fighting infection and keeping fit. It’s easier to do your best work when you’re feeling healthy. Broaden thinking – noticing opportunities: Some emotions protect us from danger, but narrow the range of immediate options for action: “fight or flight”. Conversely positive emotions broadens our outlook, and we notice more opportunities. Don’t “doom and gloom” about the economy – experience positive emotions and start to see new opportunities! Opportunity magnet: In addition to noticing opportunities, you will also become a magnet for others giving you opportunities. Be the person that radiates good emotions – you will attract other like-minded people and you will more likely be the person they think of when there’s an opportunity.Builds resilience: Resilience is the ability to “power through” tougher times without experiencing detrimental effects on mental or physical health. It gives you staying power when the going gets tough. Create positive memories: when you experience positive emotions, be sure to remember them, take time to savour them. Research has shown that people who actively take time to remember good times, are mindful in the moment and who have goals enjoy life more.Moods go viral: The feel good factor is contagious – spread it within your team. ‘Catch people doing something well’, and offer a word of praise, a smile, or a genuine compliment. Your team members will experience all the benefits of positive emotions – and don’t be surprised if they go the extra distance to help someone on the team, or your prospects or customers.Build high performing teams: Encourage positive emotions on your team. It takes between three and eleven positive emotions to counter each negative emotion. A positive team is more creative, sees more opportunities and is more successful.
- I’m going to talk about positive and negative emotions. I don’t like this labelling – but it is convenient shorthand.
- First imagine a bowl of cherries … not hard as there’s a visual. The cherries represent the positive. Next imagine JUST one COCHROACH … would it make the cherries less appealing?NEXT imagine a bowl of cockroaches. Would the addition of A cherry make it any more appealing?Negative emotions have more impact than positive … therefore you need AT LEAST 3 X as many!Some of it is about CHOICE … what we choose to focus on ….
- (THIS IS HALF WAY 8:15pm)You might wonder WHY it’s necessary to have AT LEAST 3 positive emotions for every negative …..
- SKIP IF RUNNING SHORT OF TIME!
- SKIP IF RUNNING SHORT OF TIME!
- Check Time