1. Leadership Stress: An In-depth
Look at How Stress Can
Impact Leaders and
Organizations
Sherry Perkins
VP Enterprise Solutions
Services
June 27, 2012
2. Introducing Profiles International
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
Profiles International Founders
Jim Sirbasku, CEO, and •33 languages
Bud Haney, President
www.profilesinternational.com
Introducing Profiles International | 2
3. 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
4. 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
5. Learning Objectives
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.
6. 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
7. How about another pulse check.
• Any body else in your situation
would probably have. . .
– Resigned
– Resorted to Heavy Medication
– Refused to Play
8. 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.
9. 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)
10. 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)
11. 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)
12. Annual Health-Related Cost To Employer
14,000
12,000 $11,709
10,000
8,000
$7,388
6,000 62%
4,000 $4,395
41%
2,000
0
Suffering Struggling Thriving
Gallup Interview with Rath and Harter (May, 2012)
13. Risks of Stress and Leadership
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
14. Enhancing Your Leadership Charisma: A Step-by-Step Guide
Engagement = Productivity & Profitability
“…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)
Enhancing Your Leadership Charisma: A Step-by-Step Guide |
15. Enhancing Your Leadership Charisma: A Step-by-Step Guide
Engagement = Productivity & Profitability
…which equates to:
…a 51% Gap in Operating Income!
…a 39% Gap in Earnings per Share!
…between high and low engagement organizations
Source: Towers Perrin ‘Global Workforce Study’))
(surveyed nearly 90,000 employees in 18 countries.
Enhancing Your Leadership Charisma: A Step-by-Step Guide |
16. Stress Model
http://www.mindtools.com/stress/UnderstandStress/StressPerformance.htm
17. 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
18. Risks of Stress and Leadership
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
19. 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)
20. 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)
21. Key Points
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
22. Assessing Risk (How Much is Too Much?)
http://www.depression-anxiety-stress-test.org/take-the-test.html
23. Assessing Risk (How Much is Too Much?)
http://www.depression-anxiety-stress-test.org/take-the-test.html
24. Risk Mitigation
Programs Emergency Response
• Stress Management Training • Employee Assistance
Programs
• “Ten Minute Fitness”
• Coaches
• Good habits
• Group Interventions/Focus
– Take a break
Groups
– Exercise
– Think before Accepting Work
– Create Predictable Time Off
25. Clearly defined
Risk Mitigation Expectations understood
Expectations reasonable
Work pace
Predictable
Supervision provided
Penalty for error?
Self The Job
The
Boss
Environment
26. Risk Mitigation
How do you learn?
How do you work?
What do you enjoy?
What motivates you?
What frustrates you?
What is your greatest fear? Self The Job
Are your talents
being fully utilized?
The
Boss
Environment
27. Risk Mitigation
Self The Job
What is the boss’
The leadership style?
Boss
Environment How effective is the
communication between
you?
How comfortable are you
in being candid with
the boss?
How candid is the boss
with you?
28. Risk Mitigation
Self The Job
The
Boss
Environment
Work stability
Silos and clicks?
Informal pecking order?
Innovation encouraged?
29. Risk Mitigation
Clearly defined
How do you learn?
Expectations understood
How do you work?
Expectations reasonable
What do you enjoy?
Work pace
What motivates you?
Predictable
Are your talents
Self The Job Supervision provided
being fully utilized?
Penalty for error?
FIT
The
Boss
Environment
Work stability
Silos and clicks?
Informal pecking order? Leadership style
Innovation encouraged? Leadership communication
Candor / Trust
30. The Real You
What I can What the
expect employee
from the will need
employee. from me.
31. The Real You
What I can What the
expect employee
from theFIT will need
employee. from me.
35. Stages of Concern Model
Improve or
Choose Better
Collaboration or Solution
Implementation
Consequences
Management
Personal
Informational
Awareness
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
37. 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)
38. Key Points
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
39. Learning Objectives
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.
40. 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.
43. Contact Us
Profiles Assessment Asia (Pte.) Limited
An Authorized Strategic Business Partner of Profiles International
14 , Robinson Road, #08-01A, Far East Finance,
Singapore 048545
Email: info@profiles.com.sg
Telephone: 65717031
Fax: 63334636
Website: http://www.profiles.com.sg
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