MANAGING STRESS AND RESILIENCE
Why stress management?
This workshop aims primarily at the understanding of stress and its relationship with resilience and performance.
The harder you pull a bow, the faster the arrow reaches the goal… but the resilience of the bow determines how hard you can pull the bow!
Our resilience defines how much stress we can handle in a healthy way.
Managers need to have an eye for the stress level and resilience capacity of their associates…and of themselves. Associates suffering from an overdose of stress will stop growing personally and professionally. Managers under too much stress can never be great managers. If managers cannot detect the signals of their own personal negative stress in time, they will not be able to read the signals of their associates accurately!
We believe you should have a basic understanding of the stress phenomenon, and its impact on human behavior, together with an understanding of resilience and what exactly determines our resilience. Most important for a manager is your understanding of the impact of your leadership behavior on the stress and resilience of your associates.
In contrast to most management fads, Stress Management has a very solid scientific basis. Between 150 and 200 research articles are published each year on the subject “Stress at work”. From that research we learn that the Return on Investment of stress management varies from 1,5 to 13 and beyond.
More about my approach to stress management in organizations: Download
More about this in my bestselling book "Stress: Friend and Foe. Managing stress at home and at work" (11th updated edition). Buy Here.
Managers have a triple Stress Management responsibility:
1. Personal Stress Management:
Managing your individual stress and the stress on the interface of your personal and professional life
2. People Stress Management:
Managing others’ stress, in particular the stress of your direct reports
3. Organization/Corporate Stress Management:
Tackling unnecessary sources of stress in the organization and increasing corporate resilience
What themes can we tackle in this workshop?
What we can do depends on the time available and the number of people in the group.
- as a motivational or introductory presentation: 1 to 2 hours. Interactive, high dose of infotainment.
- as a workshop: 1 (introduction of basics) to 2-3 days. Follow-up sessions (the impact very much depends on the follow-up)
- presentation: up to 1000 people (given enough time, even that can be done in an interactive way)
- workshop: 10 to 40 people. The more people the less personal attention.
My workshops are very interactive. Except for a few key-concepts I usually intoduce, the workshop is co-created by the participants, based on their needs and questions.
I know that sometimes HR directors and training directors are apprehensive about this very flexible approach, therefore click here to find out how highly this approach is appreciated by the participants.
1. Stress: what is it all about?
- Self-talk Influences Performance
- Resilience = Individual x Social Context
- Hierarchy Matters: The alpha monkey and the manager
- The major influences on your resilience
- Buildings that make you sick
- How stress thoughts impact on your body
- Stress provokes the cave-man in all of us
- Stress signals and alarm-signals.
Your choice: to stop the alarm or to extinguish the fire
- How groups react under stress: about scapegoats and fuses
- Stress and support on the interface between job and family.
2. For a better Performance under Stress: Self Management of Stress and Resilience
- The Analysis of your Sources of Stress
- An Analysis of your Resilience
- An Analysis of your Self-talk
- Stress on the interface between Work and Family
- The "Power-nap": custom made relaxation on de¬mand.
3. Corporate Stress-Management:
- Initiating stress Management as a corporate policy
-16 reasons to implement stress management on a corporate level
- Stress management is a matter of people management
- Stress-management is people management
- Stress-management to realize your strategic goals
- Managing the stress of subordinates
- Corporate Brain Disorder
4. Managing the stress of mergers, acquisitions and other changes and reorganizations, especially when they result in lay-offs.
5. Managing stress and resilience on the interface between a business-family and the family-business
6. Managing stress and resilience in times of chaos, turmoil and upredictability.
What tools can we use?
• On beforehand we could send all participants an email, inviting them to tell me what they would like to know about stress, what their most important sources of stress and resilience are. An alternative approach is to ask them at the beginning of the workshop what subjects they would like to discuss, to create an interactive experience from the start.
• After the session we could give them my book “Stress: Friend and Foe” with much more information about the subjects we discuss and of practical tips to improve vitality.
• Video Management NV made a DVD about the core subjects of my workshops.
• For workshops, the participants could make an in depth analysis (paper and pen version)
• Since my presentation is very interactive so that I do not know on beforehand what themes we will discuss, a handout can only be distributed afterwards, if somebody takes note of the number of the each slide.