1. Manager’s Stress Management
and the Management Thereof
tools for improving organizational health
Evidence-Based Perspectives
Dr. Joel B. Bennett (OWLS)
learn@organizationalwellness.com 817.921.4260

2. Q&A
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3. OWLS background
Organizational Wellness & Learning Systems
www.organizationalwellness.com
 1985: 1st worksite stress management program
 1994: begin research on work climate as predictor of
behavioral health risk (Texas Christian University)
 2000: clinical trials on Team Awareness to address risk
 2002: Team Awareness designated “model” program
 2002-2012: 20,000 workers reached with programs
 2004-2012: OWLS receives est. 3.5 million to develop more
evidence based-programs
 Clients: military, corporate, non-
profit, municipalities, native
American/tribal, international, small business
 Patents Pending
 Dr. Bennett (CEO) receives service leadership award from
National Wellness Institute (2008)

4. Missed Opportunity
(OWLS shortlist)
1. Managers have a unique set of stressors that place them at
health risk
2. Managers are key to leveraging health and wellness programs
for maximizing ROI and impact on organizational health
3. Businesses invest SIGNIFICANTLY more dollars in leadership
development than wellness (this may be changing with reform)
4. Managers are “signposts” of culture and so wellness culture
initiatives must pay attention
5. How employees feel treated by their bosses is one of the single
best worksite predictors of employee well-being
6. Manager self-care has a “ripple effect” in the social network
7. Organizational citizenship , civic virtue, and ethical health are
almost complete blind spots that can be approached with
wellness
8. Current wellness designs may only need tweaking to bring their
gifts to managers

5. Outline
• Introduction & Objectives
• Basics: Three Foundational Ideas
• Five Approaches to Managing Manager/Leader Stress
• Upcoming OWLS Training Opportunities
1 2 3 4 5
Use Systemic Use Peer Leverage Stress Support LiveWell &
Programs Cognition As Leadership Champions LeadWell

6. INTRODUCTION

7. Objectives
Participants will
• identify research that supports effective
stress management
• identify resources they can use to assist
managers with reducing stress
• distinguish from different approaches and
their relevance to organizational health

8. Source: Watson Wyatt/National Business Group on Health 2007/2008 Staying@Work
report

9. LINKED:HR DISCUSSION
Three types of responses
• Learn techniques for personal stress
• Change the environment
• Both (minority of responses; from non-US)

10. Our “individuo-centric”
culture is the problem
(it’s a personal issue so “deal with it”)
SORRY!
THERE IS NOT AN “APP” for this!

11. A broader approach is needed
“BRING IT!”

12. A broader approach is needed
THREE BUILDING BLOCKS
• Think! What are your beliefs about stress?
• Ban the term “stress” from your vocabulary
• Consider “maturing” your approach

13. Classical – Mechanical Model (Reactive; Emphasis on Stressor as THE Cause)
Mediating
Stressor Factors Strain
Personal  Workplace
Protect  Exacerbate
Potentiation (Context Proactive; Primacy on Growth as THE Aspiration)
• Psychological Capital1
• Self-leadership2
• Self-determination3
• Hardiness4
Growth
• Efficacy5 Resource
• Flourishing
Challenge &
Opportunity Mobilization
& Thriving6
• Collective
1-Luthans 2-Manz, Neck
Efficacy7 3-Ryan, Deci, Gagne
• Team Resilience [1] 4-Maddi, Kobasa 5-Bandura
6-Spreitzer; Keyes 7-Bandura
* [1] Robyn D. Petree, Kirk M. Broome, Joel B. Bennett , (2012) Exploring and Reducing Stress in Young Restaurant Workers: Results of a Randomized Field Trial.
American Journal of Health Promotion: March/April 2012, Vol. 26, No. 4, pp. 217-224.

14. Key Idea # 1
THINK! How we
think about and
approach stress
(our
intentions, definitio
ns) is KEY. Do we
want to
We cannot solve our problems
with the same thinking we used • manage ?
when we created them • embrace ? or
-- Albert Einstein • leverage ? or
• thrive/grow

15. Not all Stressors are the Same
Stressor Assessment Grid
controllability: 0-high|1-medium|2-low ||| resource access/agility: 0-high|1-medium|2-low
Stressor Types Nature of Stressor
Stressor Examples Occasional Incidental Critical Chronic
P Intra-psychic relapse, life-stage,
E uncovering, burn-out    
R
S Life-event family, accident, loss,
O (situation) relationship change    
N E
A N Job role ambiguity, overload,
L V conflict    
I effort-reward
Job design
R
O
imbalance,    
N monotony, isolation
M harassment, bullying,
Toxic climate
E
N
injustice    
T
Economic insecurity, layoffs,
A
L salary cuts    
© 2011; Organizational Wellness & Learning Systems; use with permission

16. Key Idea # 2
Ban the vague term
“stress” from your
vocabulary! We
each have a
tremendous
opportunity to be
more articulate and
To know the true name of a precise in how we
thing in the Old Speech is to identify stressors
have power over it
-- Ursula Le Guin

17. Different Perspectives for Managing Workplace/Employee Stress
Perspective Strategic Focus Accountability
Meta - genic Potentiation & Thriving The
continuous growth: personal experience, Greater
data, group-work, behavior + community Good
All Quadrant (‘I’ ‘It’ ‘We’ ‘Its’)
Integrative emergent
continued adaptation: empower personal “WE”
experience, data, group-work, behavior
Synthesis of individual < >work
Systemic positive communication, manager-
both
responsible
employee participation, production flow
Workplace Resources & Supports: employer
Work-Environment responsible
job redesign, enviro-ergo design, healthy
+ leadership, protections, promotions dialectical
thinking
Strategies for intrapersonal strength: (either/or)
Individual-Personal relaxation, imagery, cognitive
behavioral, biofeed, mindfulness, ACT, NLP, employee
self-help responsible
© 2011; Organizational Wellness & Learning Systems; use with permission

18. Key Idea # 3
Elevate your
program to a level
where you can
integrate
approaches, and
Maturity is the ability to host & foster increasing
honour ambiguity & contradiction and proactive
in multiple layers of roles, beliefs responsibility for
& identities in oneself & others.
-- Leonard Carr thriving

19. Five Approaches for Improving
Organizational Wellness by
Helping Managers and
Leaders with their Stress

20. FIVE APPROACHES
Systemic interventions are more effective
think before you buy
Peer-to-Peer Cognition
don't go it alone and we really are not alone
Leverage Stress for "Good"
it's not all bad when you have the good in mind
Support Champions and Ambassadors
you can delegate stress; just don't dump it
LiveWell, LeadWell
an "inside-out" job when you value what you do

21. FIVE APPROACHES;
APPROACH #
1
systemic interventions are more effective
think before you buy

22. Systemic/Strategic Approaches
Enhance the work
The most effective
environment and
way to reduce production flow
stress is to work
on the entire Create methods
“system” of the for positive
organization. communication
Incorporate over-time Suggestion Box
strategies that use
each of these Provide individuals
coping skills
three levels and
through cognitive-
tie them together. behavior education*
*may be sufficient by itself (do not always use with other levels)
Lamontagne, A. D., Keegel, T., Louie, A. M., Ostry, A., & Lansbergis, P. A. (2007). A Systematic review of the job-stress intervention evaluation
literature, 1990–2005. International Journal of Occupational and Environmental Health, 13, 268–820.

23. Effective
Elements
(2008 reviews)
LaMontagne et al:
30 different
interventions
Parks & Steelman:
15 different studies
Richardson & Rothstein:
36 experimental
studies, representing 55
interventions
Parks, K. M., & Steelman, L. A. (2008). Organizational wellness programs: A meta-analysis. Journal of Occupational Health Psychology, 13, 58–68.
Richardson, K. M., & Rothstein, H. R. (2008). Effects of occupational stress management intervention programs: A meta-analysis. Journal of
Occupational Health Psychology,13, 69–93.

24. Parks & Steelman conclusions
1. Programs that increase the employee’s
(manager’s) job-related skills may be an
effective way to reduce employee stress
2. Cognitive–behavioral programs should not
generally be combined with other treatments
3. Relaxation and meditation can be used as part
of a larger set of treatment components
4. Shorter programs may be sufficient
Parks, K. M., & Steelman, L. A. (2008). Organizational wellness programs: A meta-analysis. Journal of Occupational Health Psychology, 13, 58–68.
Richardson, K. M., & Rothstein, H. R. (2008). Effects of occupational stress management intervention programs: A meta-analysis. Journal of
Occupational Health Psychology,13, 69–93.

25. APPROACH #
2
Peer-to-Peer Cognition
don't go it alone and we really are not alone

26. Why?
• Many managers take for granted or
assume a common understanding
of interaction processes relating to
everyday work
• There are often implicit social
norms regarding acceptable
conduct and the resulting
consequences of good or bad
behavior
• Failing to surface these
assumptions and being “closed”
around accountability is a major
source of stress for managers

27. What is Peer-to-Peer Cognition?
o Sharing insights and tips
o Perspective taking
o Group problem solving
o Reduced cognitive load
o Shared emotional intelligence
o Policy knowledge
o New “synthesized” knowledge
o Sense of Support

28. 2-stage cognitive mapping1
METHOD
PART 1: Group process (get managers together)
• Ask: “When confronted with a problem worker that is
causing stress, what factors lead you to: (A) Respond or
(B) Tolerate?”
• Record responses/flip-chart
• Create a Map
PART 2: Feedback and Discuss
RESULTS
• We have created dozens of maps
• Results in greater responsiveness to problems; more
willingness to get help (not go it alone)-to use EAP
[1] Bennett, J.B., & Lehman, W.E.K., (2002) Supervisor tolerance-responsiveness to substance abuse and workplace
prevention training: Use of a cognitive mapping tool. Health Education Research, 17 (1), 27-42.

30. APPROACH #
3
Leverage Stress for "Good"
it's not all bad when you have the good in mind

31. Book Chapter
Forthcoming in
P. Chen and C.L. Cooper (Eds.),
Wellbeing in the Workplace:
From Stress to Happiness. Oxford
and New York: Wiley-Blackwell.

32. Research behind Chapter
• Meta-analysis of hindrance and challenge stressors:
challenge stressors are positively associated with
job satisfaction and commitment and negatively
related to dysfunctional outcomes such as
intention to turnover and withdrawal behavior [1]
• Case studies of executives who have been
strengthened through stress yielded five core
qualities [2]
• Related research supporting each of the five
[1] Podsakoff, N. P., LePine, J. A., & LePine, M. A. (2007). Differential challenge stressor-hindrance stressor relationships with job attitudes, turnover
intentions, turnover, and withdrawal behavior: A meta-analysis. Journal of Applied Psychology , 92 (2), 438-454.
[2] e.g., Goolsby, J.L., Mack, D.A., & Quick, J.C. (2010). Winning by staying in bounds: Good outcomes from positive ethics. Organizational Dynamics, 39, 248-
257.; Quick, J.C., Nelson, D.L., & Quick, J.D. (1987). Successful executives: How independent? Academy of Management Executive, 1, 139-145.

33. Five Pathways for Leveraging Stress
for the Greater Good and Common
Well-Being

34. Strength of
Character
CORE QUALITIES CHALLENGE ORIENTATION
Virtue-based qualities and a set of ethics An attitude toward stress as an
that lead an individual to remain strong opportunity for growth, something that
in the face of stressors can be embraced, build character, and
(integrity, love, trust, forgiveness, wisd used to help the organization.
om, cooperativeness).
© 2011; Organizational Wellness & Learning Systems; James Campbell Quick; Jonathan D. Quick; use with permission

35. Self-Awareness
CORE QUALITIES CHALLENGE ORIENTATION
A proactive willingness to self-reflect, Use of evaluation processes in order
stay mindful of one's actions and to surface and address issues;
impact on others, and subsequently includes a willingness to embrace
regulate one's behavior rather than avoid conflict
© 2011; Organizational Wellness & Learning Systems; James Campbell Quick; Jonathan D. Quick; use with permission

36. Socialized
Power
Motivation
CORE QUALITIES CHALLENGE ORIENTATION
An altruistic motive to positive influence A mindful orientation to how stressful
over-rides a more egoistic, positional stimuli may impact workers and an
desire to dominate, especially in decision- empathic response to leverage
making contexts; a desire to channel power stressors for the greater good
for constructive social ends
© 2011; Organizational Wellness & Learning Systems; James Campbell Quick; Jonathan D. Quick; use with permission

37. Requisite
Self
Reliance
CORE QUALITIES CHALLENGE ORIENTATION
Secure sense of self and one's ability to A climate of self-sufficiency and
utilize either internal stress management help-seeking and help-giving,
or reliance on others; a capacity for stressors are viewed as
interdependence RATHER than overly opportunities to build strength in
independent or dependent the interpersonal sphere at work
© 2011; Organizational Wellness & Learning Systems; James Campbell Quick; Jonathan D. Quick; use with permission

38. Diverse Professional Support
CORE QUALITIES CHALLENGE ORIENTATION
Presence of sufficient levels of social A tendency to frame adverse
support and access to diverse social events, crises, or stressors as
networks that enhances the quality of work factors that can be "taken on" by
life and buffers the negative effects of the workplace community,
stress on health.
© 2011; Organizational Wellness & Learning Systems; James Campbell Quick; Jonathan D. Quick; use with permission

39. APPROACH #
4
Support Champions and Ambassadors
you can delegate stress; just don't dump it

40. Champions are your scouts and tacticians!
Best practice reviews of
worksite wellness
programs all point to the
presence of
champions, ambassadors,
sparkplugs, advocates
who work internally (and
sometimes informally) in
peer-to-peer
encouragement and
vitalization of the effort
Goetzel, R.Z., Shechter, D., Ozminkowski, R.J., Marmet, P.F., Tabrizi, M.J. (2007). Promising practices in employer health and productivity
management efforts: findings from a benchmarking study. Journal of Occupational Environmental Medicine, 49:111–30.
National Institute for Occupational Safety and Health (NIOSH) (2008). Essential elements of effective workplace programs and policies for
improving worker health and wellbeing. Worklife: A National Institute for Occupational Safety and Health Initiative,
Yancey AK. The Meta-Volition Model: Organizational leadership is the key in getting society moving, literally! Prev Med. 2009 Oct;49(4):342-51

41. Who are they?
 Passion for well-being
 Insight into social network
 Institutional memory
 A hub (not central) in that network
 A willingness to learn
 Capacity for systemic knowledge
 Embrace individual + workplace
Washington Post (January 10, 2012)
Interview with Tony Yancey:
Who is a sparkplug? Someone who can
assist in planning and encourage different
segments of the office to join in.
The best kind of person to recruit?
Someone slightly older and not particularly
athletic with a lot of institutional memory.
If that person is willing, other people will
be willing.
http://www.toniyancey.com/ITM_WP_011012.html

42. What do they do?
 Use decision-support tools in order to:
 Assist in (e.g., design, implement) phases of wellness programs
 Serve on wellness committees and/or liaison with providers
 Work in their sphere of influence (with manager support)
 Encourage healthy behaviors and help-seeking (NUDGE)
 Work to insure that there are no “silos”
 Help everyone to have fun!
Team Awareness training has been
proven to give work peers the skills to
NUDGE a culture of wellness (see
NREPP)*
WELCOA Interview with Judd Allen
“Peer support involves employees helping
each other achieve wellness. Peer support
mechanism is a very powerful influence on
behavior. Most people have a limited skill set
and need training to more effectively help
each other..”
*Sample research: Robyn D. Petree, Kirk M. Broome, Joel B. Bennett , (2012) Exploring and Reducing Stress in Young Restaurant Workers: Results of a Randomized
Field Trial. American Journal of Health Promotion: March/April 2012, Vol. 26, No. 4, pp. 217-224.

43. How do they help manager stress?
 May serve as a positive buffer
 They facilitate the key elements of
systemic approaches
(communication, awareness of role
stressors, problem solving)
 They can help clarify peer-to-peer
cognitions that are undermining
accountability issues
 They help to energize and engage
employees
 They promote the diverse professional
supports and requisite self-reliance
helpful to leverage challenge stress
BE VERY KIND TO THEM!

44. APPROACH #
5
LiveWell, LeadWell
an "inside-out" job when you value what you do

45. Many executives will suffer a cardio-
vascular event that is influenced by job
stress
How managers treat workers has a
significant impact on worker
health, stress, and well-being
http://www.apex.gc.ca/en/publications/archives.aspx#Health
http://www.ncbi.nlm.nih.gov/pmc/articles/PMC2602855/

46. 1. Many studies show supervisors have
significant, major, long-term effects
on worker health/productivity
2. They carry own unique health risks
3. They role model health
4. They make decisions about key stressors
5. Without their support, Wellness ROI 

47. Invest in leadership development and self
care at the same time

48. Clinical Trial1
• Web-based preventive-intervention with
coaching support
• Managers from 7 companies/industries
• RESULTS
– Reductions in stress
– Enhanced diet and exercise
– Reductions in waist circumference (female)
– Some improvements in leadership (in preparation)
[1] Bennett, JB, Broome, K, Gilmore, P, and Pilley, A. (2011). A Web-Based Approach to Address Cardiovascular Risks
in Managers: Results of a Randomized Trial. Journal of Occupational & Environmental Medicine, 53(8), 911-918.
http://journals.lww.com/joem/Abstract/2011/08000/A_Web_Based_Approach_to_Address_Cardiovascular.13.aspx

49. Review || which of these…?
• Is Easiest to implement
• Gets you thinking/innovating
• Fits most with your current culture
• Most likely to have an impact
1 2 3 4 5
Use Systemic Use Peer Leverage Stress Support LiveWell &
Programs Cognition As Leadership Champions LeadWell

50. Upcoming Conferences
Team Resilience: Evidence for Full Spectrum Coaching
Social Diffusion of Stress Reduction at (with Dr. Michael Arloski)
Work (RESEARCH REPORT) (PRECONFERENCE WORKSHOP)
Thursday, April 12 Wednesday, April 25
1 4
Use Systemic Support
Programs Champions

51. Training Opportunities
1. INFORMATIONAL WEBINAR-MARCH 28 (12 CST):
OWLS WELLNESS Champion Development tool
WEBINAR SIGN UP HERE!
https://www1.gotomeeting.com/register/332102776
IntelliPrev: Prevention Coach Training
• 10 entry-level and 10
advanced-level CECH (CEU)
Support • self-paced with orientation
and case study
Champions • start date this May (TBD)
Contact us at learn@organizationalwellness.com

52. Training Opportunities
2. INFORMATIONAL WEBINAR-MARCH 29:
OWLS LiveWell/LeadWell program
WEBINAR SIGN UP HERE!
https://www1.gotomeeting.com/register/671822176
ExecuPrev: Manager Health
LiveWell &
• For healthy leadership
LeadWell • How to sign-up as a single user
• How to sign-up as a company
• How to use as a coach!
Contact us at learn@organizationalwellness.com

53. Click link Click link
• Dr. Joel B. Bennett
• Organizational Wellness & Learning Systems
• 3221 Collinsworth | Suite 220
• Fort Worth, TX, 76107
• owls@organizationalwellness.com
• @weinwellness (tweet us); @prevchat