Stress is Heavy; Lighten Up

Which way
should I go?

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

H14
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

Training Conference 2013
Wednesday, February 20th, 2013 9:45am – 10:45am
© Russell Martin & Associates www.russellmartin.com Slide 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 3 © Russell Martin & Associates www.russellmartin.com

Content

 A Model for
High
Performance

 Stress,
Triggers and
Decisions

 Leadership
Strategies for
the Real World


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


What Happens to Me?
100% people
said…

stress worse than
75% a generation ago

job is
50% extremely
stressful

25%
job is #1
stressor


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.


What’s Different? Projects are Flash Mobs


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 9
© Russell Martin & Associates www.russellmartin.com

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 10 Behaviors / Motivators
SELF & AssociatesEQ
© Russell Martin
TEAM
www.russellmartin.com Behaviors / Motivators

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

Fixes that Fail

S

B
Hurry Up Shortcuts

O
S

R
New Problems
S


How Clearly Do You See?


Fight, Flight or Freeze


What Happens to Me at Work?

Four Hour
Emotional
Hangover

Workers'
Compensation
- Dr. Izzy Justice, Emotional
Quotient

Your Body Reacts: It’s Chemical

There is
always Ironically, the
workplace has
tension to become one of
the most
return to inefficient places
to work.

the ‘cow
paths’.


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


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!


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


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.


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


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


The Behavioral Intelligence EQ Assessment

Profile Pages 28-29


Self and Team Clarity

Who am I?
What are my priorities / values?
What are my strengths / blind spots?
What is my plan?


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


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

Interacting with Other Styles

Choose to
adapt
temporarily
rather than
permanently
pretend to be
what you are
not


Teams

Page 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 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

The primary task of all
effective leadership in
organizations is to figure out
ways to drive other people’s
emotions in a positive
direction.


A miracle will occur tonight while you sleep and when you wake, you will have the
PERFECT LIFE. What does it look like?

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 34 Behaviors / Motivators
SELF EQ
TEAM Behaviors / Motivators

The Paradox of Movement (a variation onAristotle’s work)

Super X
L&D
Leader
X
X
As workload increases…


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


Stress is Heavy; Lighten Up

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