Chapter08-SkillsforBuildingPersonalCredibilityandInfluencingOthers

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Copyright2022?McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.

Part2:FocusontheLeader

Followers

Leader

Situation

Chapter8:SkillsforBuildingPersonalCredibilityandInfluencingOthers

OverviewofChapter08

TheintentofthischapteroftheInstructor’sManual,aswellasthechaptersattheconclusionofPart1(chapter3)andPart3(chapter13)andPart4(chapter18),istoaligntheIMchapterswiththe“LeadershipSkills”chaptersthatappearattheconclusionofmajorsectionsofthetext.Specifically,webelievethatskilldevelopmentisanintegralportionofleadershipdevelopment.Theskillsoutlinedaredesignedtobemorepracticalandhands-oninnatureandrelevanttothesectionofthetextontheleader,thefollowers,andthesituations,respectively.Tothisend,thesethreechaptersinthemanualprovideaslightlymodifiedorganizationfromtheotherchaptersintheIM.

Theincludedskillsaredesignedtobeintegratedwiththematerialfromtherelevantchaptersofthetext;therefore,wefocusexclusivelyonpresentinganoutlineoftheskills,aswellasexercisestodevelopandenhancesomeofthesespecificskills.Tomeetthisobjective,thesectionscontainingDefinitionsofKeyTerms,SampleLessonPlans,andAdditionalReferences/Resourcesareomitted.Instructorsareencouragedtomatchtheskillexercisesincludedheretothecontentareaswherestudentscanbenefitthemostfromdevelopingthosepertinentskills.

LearningObjectivesforChapter08

LO08-01:Categorizethetwocomponentsofbuildingcredibility.

LO08-02:Describethefactorsineffectivecommunication.

LO08-03:Discussallaspectsofactivelistening,includingnonverbalbehavior.

LO08-04:Articulateassertivenessanditsimportancetoleadershipskills.

LO08-05:Relatehowtoconductaproductivemeeting.

LO08-06:Carryouteffectivestressmanagementtechniques.

LO08-07:Focusontheprogressiveproblemsolvingsteps.

LO08-08:Selectwaysofimprovingcreativity.

Chapter08BriefOutline

BuildingCredibility

Thetwocomponentsofcredibility

Buildingexpertise

Buildingtrust

ExpertisexTrust

Communication

Knowwhatyourpurposeis

Chooseanappropriatecontextandmedium

Sendclearsignals

Activelyensurethatothersunderstandthemessage

Listening

Demonstratenonverballythatyouarelistening

Activelyinterpretthesender’smessage

Attendtothesender’snonverbalbehavior

Avoidbecomingdefensive

Assertiveness

Use“I”statements

Speakupforwhatyouneed

Learntosayno

Monitoryourinnerdialogue

Bepersistent

ConductingMeetings

Determinewhetheritisnecessary

Listtheobjectives

Sticktotheagenda

Providepertinentmaterialsinadvance

Makeitconvenient

Encourageparticipation

Keeparecord

EffectiveStressManagement

Monitoryourownandyourfollowers’stresslevels

Identifywhatiscausingthestress

Practiceahealthylifestyle

Learnhowtorelax

Developsupportiverelationships

Keepthingsinperspective

TheA-B-CModel

ProblemSolving

Identifyingproblemsoropportunitiesforimprovement

Analyzingthecauses

Developingalternativesolutions

Selectingandimplementingthebestsolution

Assessingtheimpactofthesolution

ImprovingCreativity

Seeingthingsinnewways

Usingpowerconstructively

Formingdiverseproblem-solvinggroups

ExtendedOutlineforChapter08

BuildingCredibility

Credibilitymaybeoneofthemostimportantcomponentsofleadershipsuccessandeffectiveness

Thereisnoconsensusonone“true”definitionofcredibility,sothissection

Defineswhattheauthorsbelievecredibilityis

Presentsthetwocomponentsofcredibility

Andexploreswhatleadershippractitionerscando(andavoiddoing)iftheywanttobuildtheircredibility

TheTwocomponentsofCredibility

Credibilitycanbedefinedastheabilitytoengendertrustinothers

Leaderswithhighlevelsofcredibilityareseenas

Trustworthy

Havingastrongsenseofrightandwrong

Standingupandspeakingupforwhattheybelievein

Protectingconfidentialinformation

Encouragingethicaldiscussionsofbusinessorworkissues

Followingthroughwithcommitments

Credibilityismadeupoftwocomponents:expertiseandtrust

Followerswillnottrustleaderstheyfeeldonotknowwhattheyaretalkingabout

Followerswillnottrustleadersiftheyfeel

Confidentialinformationwillbeleaked

Theirleadersareunwillingtotakestandsonmoralissues

Theirleadersdonotfollowthroughontheirpromises

MuchaboutthesecomponentsofcredibilitywasdiscussedinChapter03

BuildingExpertise

Expertiseconsistsoftechnicalcompetenceaswellasorganizationalandindustryknowledge

Buildingtechnicalcompetenceconcernsincreasingtheknowledgeandrepertoireofbehaviorsyoucanbringtobeartosuccessfullycompleteatask–todothis:

Determinehowyourjobcontributestotheoverallmissionofthecompany

Becomeanexpertinyourjobthroughformaltrainingorteachingothers

Seekopportunitiestobroadenyourtechnicalexpertise

Buildingtechnicalexpertiseisusuallyhandson,butbuildingorganizationalorindustryknowledgeisabitdifferent

Onewayisbyregularlyreadingindustry-relatedjournals,annualreports,newspapers,magazines,orvisitingspecialwebsites–upto5-10hours/week

Gettingamentororbeingcoachedbyyourbossisanotherway

Notethatexpertiseisnotthesamethingasexperience

Leaderswhogetthemostfromtheirexperienceregularlydiscusswhattheyhavebeenlearningwithapartner

Andfrequentlyupdatetheirdevelopmentplansasaresultofthesediscussions

BuildingTrust

Thesecondcomponentofcredibility,buildingtrust,canbebrokendownintoclarifyingandcommunicatingyourvalues,andbuildingrelationshipswithothers

Chapter05definedvaluesasconstructsrepresentinggeneralizedbehaviorsorstatesofaffairsthatareconsideredbytheindividualtobeimportant

Differencesinvaluesamongleadersandfollowersmaybedifficulttodiscern,sopeoplemakeinferencesaboutvaluesbasedonaperson’sday-to-daybehaviors

Unfortunately,inmanycasesaleader’sday-to-daybehaviorismisalignedwiththeirpersonalvalues–theirworklivesarenotconsistentwiththeirvalues

Agoodfirststepinclarifyingamisalignmentistocraftapersonalmissionstatementoraleadershipcredothatdescribeswhatyoutrulybelieveinasaleader

ExamplesofdifferentleadershipcredosisfoundinHighlight8.1

Severalaspectsofleadershipcredosisworthadditionalcomment

First,leadershipcredosarepersonalandcloselylinkedwithaleadersvalues

Second,itshoulddescribeanidealstate

Third,leadershipcredosshouldbemotivating

Fourth,credosshouldbemadepublic–itbecomesapubliccommitment

Anotherkeywaytobuildtrustistoformstrongrelationshipswithothers

Thisleadstoahighlevelofmutualtrust

TechniquesforbuildingsuperiorandpeerrelationshipswasdescribedinChapter03

Perhapsthebestwaytobuildrelationshipsistolistentowhatothershavetosay

Leaderswhobuildrelationshipswithfollowersaremorelikelytounderstandfollowers’

Perspectivesonorganizationalissues

Intrinsicmotivators

Values

Levelsofcompetencefordifferenttasks

Careeraspirations

Armedwiththisknowledge,theseleadersarebetterabletoinfluenceandgetworkdone

MoreaboutbuildingrelationshipswithfollowerscanbefoundinChapter12under“Coaching”

ExpertisexTrust

Leadersvaryintheirlevelsofexpertiseandtrust,andthesedifferenceshavedistinctimplicationsforleaderswantingtoimprovetheircredibility

ConsiderleadersinthefirstquadrantofFigure8.1–highlevelsofbothtrustandexpertise

Likelyseenbyothersascredible

Individualsinthesecondquadrant–highexpertise,lowtrust

Theseleadershavelikelyspentlittletimewithfollowers,donotfollowthroughwithcommitments,orwhoarenewtotheorganization

Inallthreecases,leaderswanttoimprovetheircredibilityandbuildingrelationshipswithcoworkersisakeydevelopmentobjective

Individualsinthethirdquadrant–lowexpertise,lowtrust

Maybenewcollegehiresorpeoplejoiningthecompanyfromadifferentindustry

Theseleadersshoulddeveloptheirpersonalmissionstatement,shareitwithothers,thenactconsistentwiththisstatementtobuildtheircredibility

Otherdevelopmentobjectivescouldbebuildingexpertiseandstrongrelationships

Thoseinthefourthquadrant–lowexpertise,hightrust

Maybenewlypromotedfromtheirpeersortransferringfromanotherdepartment

Theformermayneedtodevelopleadershipknowledgeorskills

Thelattermayaspirefortechnicalcompetencetoincreasetheircredibility

Notethatleaderswhodonotstrivetoliveuptotheiridealsorfailtofollowthroughwiththeirdevelopmentalcommitmentsarelikelytobeseenaslesstrustworthythanthosewhodo

Communication

Effectivecommunicationinvolvestheabilitytotransmitandreceiveinformationwithahighprobabilitythattheintendedmessageispassedfromsendertoreceiver

Fewskillsaremorevitaltoleadership

Leaderscommunicatefeelingsandideas,solicitnewideas,articulatearguments,advocatepositions,andpersuadeothers

Thequalityofaleader’scommunicationispositivelycorrelatedwithsubordinatesatisfactionaswellaswithproductivityandqualityofproductsorservices

Effectivecommunicationgivesleadersandfollowersgreateraccesstoinformation

AsystemsviewofcommunicationisdepictedinFigure8.2

Here,communicationisaprocessbeginningwithanintentiontoexchangeinformation

Thatintentiontakestheformofanexpression,whichmayormaynotconveyintention

Thenextstageisreception–whatisreceivedisnotalwayswhatwassent

Interpretationfollowsreception

Finally,interpretationsmayormaynotbeconsistentwithintent,sofeedbackiseffective

Figure8.2canalsobeusedtothinkabouttheknowledge,behaviors,andcriteriausedtoevaluatecommunicationskills

Theknowledgecomponentconcernstheintentionsoftheleader,knowingwhatmediumismosteffective,andknowingwhetherthemessagewasheardandunderstood

Thebehavioralcomponentconcernsthebehaviorsassociatedwithcommunicatingverballyandnonverbally

Feedbackforunderstandingbythereceiverconstitutestheevaluativecomponentofcommunicationskills

Successfulcommunicationneedstobejudgedintermsoftheeffectiveoperationofthewholesystem

Themodelalsosuggestsreasonswhycommunicationbreakdownsmightoccur

Maybecausedbythepurposeofthemessagebeingunclear

Theleader’sorfollower’sverbalandnonverbalbehaviorswereinconsistent

Themessagewasnotheardbythereceiver

Orsomeonemayhavemisinterpretedthemessage

Communicationbreakdownsoftenleadtoblamingor“fingerpointing”–seeFigure8.3

Toavoidthis,thinkofcommunicationasaprocess,notasetofdiscreteindividualacts

ThemodelinFigure8.2canprovideideasabouthowtoimprovecommunicationskills

Bydeterminingthepurposeofthecommunicationbeforespeaking

Choosinganappropriatecontextandmediumforthemessage

Sendingclearsignals

Activelyensuringthatothersunderstandthemessage

KnowWhatYourPurposeIs

Communicationismoreeffectiveifthesenderisclearaboutwhattheyintendtocommunicate

Byknowingpurpose,aleaderorfollowercanbetterdecidewhethertocommunicatepubliclyorprivately,orallyorinwriting,andsoon

Thesedecisionsseemtrivial,butoftenthespecificcontentofamessagewillbeenhanceordiminishedbyhowandwhereitiscommunicated

ChooseanAppropriateContextandMedium

Itissaidleadersshouldpraiseinpublicanpunishinprivatebutitisimportanttoselectaphysicalandsocialsettingthatwillenhancetheeffectivenessofanycommunication

Sometimes,anofficeisthebestplacetotalk

Ensuretheofficefurnitureisarrangedtoenhanceratherthaninterferewitheffectivecommunication

Aleader’scommunicationoftentakesplaceinawholeorganizationalcontextandtheymusttakecarenottoinadvertentlyundercutorcontradictbroadercommunications

Organizationalfactorsalsodeterminewhetheranyparticularcommunicationismostappropriatelyexpressedorallyorinwriting

Oralcommunicationisthemostimmediate,themostpersonal,themostdynamic,andoftenthemosteffective–idealfortwo-wayorapersonalizedaspectisneeded

Amorepermanentmodalityismostappropriatewhentheleaderneedsarecordofthecommunication

Orwhensomethingneedstobeexpressedinaparticularwaytodifferentpeople,atdifferenttimes,indifferentsettings

SendClearSignals

Leadersandfollowerscanenhancetheclarityoftheircommunicationsinseveralways

First,itishelpfultobemindfulofothers’levelofexpertise,values,experiences,andexpectationsandhowtheseaffecttheirframeofreference

Anotherwaytoclarifymessagesistocreateacommonframeofreferenceforfollowersbeforecommunicatingamessage

Anotherwayistousefamiliarterms,jargon,andconcepts

Twootherwaysistouseunambiguous,concretetermsandtosendcongruentverbalandnonverbalsignals

Themorespecificthemessage,thelessconfusionreceiver’swillhaveaboutmeaning

Leaderswillalsobemoreeffectiveiftheirnonverbalsignalsmatchthemessage’scontent

Followersmaysendmixedmessagestoleaders–communicationgoesbothways

Oneparticularlydestructiveformofincongruentverbalandnonverbalsignalsissarcasm

ActivelyEnsureThatOthersUnderstandtheMessage

Leadersandfollowerscanensuretheirmessageisunderstoodbypracticingtwo-waycommunicationandbypayingattentiontoothers’emotionalresponses

Two-waycommunicationisengagedinby

Seekingfeedback

Minglingineachother’sworkareas

Beingsincereabouthavinganopen-doorpolicy

Leaderscangetcluesabouttheclarityoftheirmessagesbypayingattentiontothenonverbalsignalssentbytheirfollowers

Listening

Peopleinleadershiprolesfindthatmuchoftheirinformationcomesfromwatchingandlisteningtowhatgoesonaroundthem

Thebestlistenersareactivelisteners,notpassivelisteners

Withpassivelistening,thereceiverisnotpayingattentiontowhatthesenderissaying

Individualswhoareactivelylistening

Exhibitacertainpatternofnonverbalbehaviors

Donotdisruptthesender’smessage

Trytoputthesender’smessageintotheirownwords

Scanthesenderforvariousnonverbalsignals

Knowingwhatnonverbalsignalstosendandcorrectlyinterpretingthesender’snonverbalsignalsaretheknowledgecomponentoflisteningskills

Nonverbalsignalsarethebehavioralcomponent

Howwellthelistenercanparaphrasethesender’smessagemakesuptheevaluativecomponentoflisteningskills

Activelisteningisawaytovisiblydemonstratethatwerespectothers

Leadersandfollowerscanimprovetheiractivelisteningskillsby

Learningtomodelnonverbalsignalsassociatedwithactivelistening

Activelyinterpretingthesender’smessage

Beingawareofthesender’snonverbalbehaviors

Avoidingthetemptationofbecomingdefensive

DemonstrateNonverballyThatYouAreListening

Activelistenersseeallcommunication,evenlistening,asatwo-wayprocess

Listenersshowtheyarepayingattentiontothespeakerwiththeirownmovements

Theyputaside,bothmentallyandphysically,otherwork

Theyestablisheyecontactwiththespeaker

Theydonotdoodle,shootrubberbands,orlookawayatotherthings

Theyshowtheyaregenuinelyinterestedinwhatthespeakerhastosay

ActivelyInterprettheSender’sMessage

Activelisteningistryingtounderstandwhatthesendermeans

Lookforthemeaningbehindsomeoneelse’swords

Thismeansweneedtokeepourmindsopentothesender’sideas

Whichinturnimpliesnotinterruptingthespeakerandnotplanningwhattosaywhilethespeakerisdeliveringthemessage

Goodlistenerswithholdjudgmentaboutthesender’sideasuntiltheyhaveheardtheentiremessage

Thisway,thelisteneravoidssendingthemessagethattheirmindsaremadeupandavoidjumpingtoconclusionsaboutwhatthesenderisgoingtosay

Anotherreasontoavoidsendingaclosed-mindedmessageisthatitmayleadotherstonotbringupthingsyouneedtohear

Anotherwaytoactivelyinterpretwhatthesenderissayingistoparaphrasethemessage

Paraphrasingensuresbothsenderandreceiverunderstandthesamemessage

Italsoactivelycommunicatesyourinterestinwhattheotherissaying

Highlight8.2offersvarious“communicationleads”thatmayhelpinparaphrasingothers’messagestoimproveyourlisteningskills

AttendtotheSender’sNonverbalBehavior

Muchofthesocialmeaninginmessagesisconveyednonverbally,andwhenverbalandnonverbalsignalsconflict,peopletendtotrustthenonverbalsignals

Noonecanbeaneffectivelistenerwithoutpayingattentiontononverbalsignals

Thisrequires

Listeningtomorethanjustthespeaker’swordsthemselves

Listeningforfeelingsexpressedthroughthespeaker’sloudness,toneofvoice,andpaceofspeech

Watchingthespeaker’sfacialexpressions,posture,gestures,andsoon

AvoidBecomingDefensive

Actingdefensivelylessensaperson’sabilitytoconstructivelyuseinformation

Itmaydecreasefollowers’willingnesstopassalongunpleasantinformation

Itmaydecreasetheleader’swillingnesstogivefeedbacktofollowers

Aleader’sdefensivenesscanhurttheentireteamororganizationbecauseit

Includesatendencytoplaceblame

Categorizesothersasmorallygoodorbad

Generallyquestionsothers’motives

Leaderscanreducetheirdefensivenesswhenlisteningtocomplaintsbytryingtoputthemselvesintheotherperson’sshoes

Ausefulwarningsignalistenerisdefensiveistheirresponseof“Yes,but…”

Assertiveness

Assertivebehaviorandassertivenessskillsarecomposedofbehavioral,knowledge/judgment,andevaluativecomponents

Individualsexhibitingassertivebehavior(behavioralcomponent)areabletostandupfortheirownright(orthegroup’srights)inawaythatrecognizestherightsofothers

SeeHighlight8.3

Theknowledge/judgmentcomponentconcernsknowingwhereandwhennottobehaveassertively,whichcanbeperceivedasaggressive

Theevaluativecomponentemergeswhenindividualsaresuccessful(onunsuccessful)instandingupfortheirownorthegroup’srightsandcontinuesworkingeffectivelywithothers

Assertivenessisdistinguishablefromtwootherstylespeoplehavefordealingwithconflict:acquiescence(non-assertiveness)andaggression

Acquiescenceisavoidinginterpersonalconflictentirelybyeithergivinginorbyexpressingtheirneedsinanapologeticway–notsynonymouswithpoliteness

Peoplewhoacquiesceabdicatepowertoothersandoftengettrampled

Theyareunabletoattaintheirgoals,mayhavenegativefeelingsofguilt,resentment,andself-blame,anddevelopalowself-image

Aggressionisanefforttoattainobjectivesbyattackingorhurtingothers

Comesindirectformsorindirectformssuchasnagging,passive-aggressiveuncooperativeness,guiltarousalandotherbehaviorsthatunderminetheotherperson

Tendstobereactiveandcomesfromfeelingsofvulnerabilityoralackofself-confidence

Assertivenessisdifferentfrombothacquiescenceandaggression–itisnotmerelythemidpointbetweenthetwoonacontinuum

Itinvolvesdirectandfrankstatementsofourowngoalsandfeelings

Itisawillingnesstoaddresstheinterestsofothersinmutualproblemsolving

Itisabelieftheopennessispreferabletosecretivenessandhiddenagendas

Itisthebehavioraloppositeofbothacquiescenceandaggression,asshowninFigure8.4

TheAbileneparadoxoccurswhensomeonesuggeststhegroupengageinanactivityorcourseofaction,andnoonereallywantstodotheactivity–includingtheinitiator

However,duetothefalsebeliefthateveryoneelseinthegroupwantstodotheactivity,nooneisassertiveandvoicesanhonestopinionaboutit

Aftertheactivityisover,thenegativeopinionscomeout

AvoidtheAbileneparadoxbybeingassertivewhensuggestionsaboutgroupdecisionsarefirstmade

Techniquesincludeusing“I”statements,speakingupforwhatweneed,learningtosayno,monitoringourinnerdialogue,andbeingpersistent

Use“I”Statements

Assertivepeopletakeresponsibilityforwhattheysay

Theyareclearintheirownmindsandwithothersaboutwhattheybelieveandwant

Theeasiestwaytodothisistousefirst-personpronounswhenspeaking

Highlight8.4providestipsforbeingmoreassertive

SpeakUpforWhatYouNeed

Botheffectiveleadersandeffectivefollowersaskforhelpwhentheyneedit

Highlight8.4providesguidelinesformakingrequestsforhelp

LearntoSayNo

Ittakesassertivenesstosaynotoothers

Peoplewhocannot(orwillnot)saynooftenbuildareservoirofnegativeemotions,suchasthefeelingofbeingtakenadvantageof

TipsforassertivelyrefusingtodosomethingcanbefoundinHighlight8.4

MonitorYourInnerDialogue

Assertivepeoplehaveself-talkthatispositiveandaffirming

Nonassertivepeoplehaveself-talkthatisnegative,doubtful,andquestioning

Learningtosaynoisanexampleoftheroleself-talkplaysinassertiveness

Itisnecessaryforleaderstobecomemoreawareoftheirowncounterproductiveself-talk,confrontit,andchangeit

BePersistent

Assertiveindividualspersistentlyseektheirobjectives,evenwhilefacinganotherperson’sexcusesorobjections

AnexampleofanassertivepersonexchangingmerchandiseisinHighlight8.5

Anassertivepersonissimilarlypersistentinstandingupfortheirownrightsorthegroup’srights

ConductingMeetings

Well-plannedandwell-ledmeetingsareavaluablemechanismforaccomplishingdiversegoals,andawayofkeepingopenlinesofcommunicationwithinandbetweengroups

Thoughthereareadvantages,meetingscosttimeandmoney

Followingareseventipsforrunningmeetings

DetermineWhetherItIsNecessary

Perhapsthemostimportantstepistomakesurethemeetingisreallynecessary

Assesswhatthemeetingwillaccomplish

Callameetingonlyifthepotentialbenefitsoutweighthecosts

Gettheopinionsofotherparticipantsifpossible

Ifaregularlyscheduledmeetinghaslittlebusinesstodiscuss,considerlessfrequentscheduling

ListtheObjectives

Onceyouhavedecidedameetingisnecessary

Prioritizewhatyouhopetoaccomplishatthemeeting

Allottimeforeachagendaitem

Gettheagendatoparticipantsinadvance,alongwithalistofattendees

SticktotheAgenda

Oncethemeetingisstarted,sticktotheagenda

Donotbecomesidetracked

Ifitemsareimportantenoughtobeputontheagenda,theyareimportantenoughtoattendtointheallottedtime

ProvidePertinentMaterialsinAdvance

Passingoutmaterialsandwaitingforpeopletoreadtematthemeetingwastesvaluabletime

Mostpeoplewillcomepreparediftheyhavematerialsbeforehand

Also,prepareforanypresentationsyouwillmake

Besureanyinformationyoudistributeisaccurate

MakeItConvenient

Tomaximizemeetingbenefits,pickatimeandplaceasconvenientaspossibleforeveryone

Thiswillkeepkeyparticipantsfrombeingdistractedwithotherpressingissues

Chooseaplacesuitableforthemeeting–withnecessaryseating,visualaids,food,location

Waitingforstragglersisunfairtothosewhoarepunctual–startontime

Planandannounceatimelimitonthemeeting,andsticktoit

EncourageParticipation

Leadershavearesponsibilitytoencourageparticipation–everyoneshouldhaveanopportunitytobeheardandfeelsomeownershipinthemeeting’soutcome

Aleadermayneedtosolicitparticipationfromquieterpeople,whosesilenceisoftenseenascomplianceoragreement

Outspokenparticipantsmayneedtobecurtailed

Interimsummariesofthegroup’sdiscussionisagoodwaytoencourageparticipation

KeepaRecord

Donottrustmemorytopreserveallpointsofdiscussion,decisions,oractionstaken

Takeminutesfortherecord

Recorddecisionsandactionstobetaken

Includewhowillberesponsiblefordoingwhat

Andwhenitissupposedtobeaccomplished

EffectiveStressManagement

Stressistheprocessbywhichweperceiveandrespondtosituationsthatchallengeorthreatenusandoftenoccursinsituationsthatarecomplex,demanding,orunclear

Stressorsarespecificcharacteristicsinindividuals,tasks,organizations,ortheenvironmentthatposesomedegreeofthreatorchallengetopeople–seeHighlight8.6

Stressisintheeyeofthebeholder–whatonepersonseesasachallenge,anotherseesasthreatening

Bothleadersandfollowersexperiencestress

Stresscaneitherfacilitateorinhibitperformance–seeHighlight8.7

Theoptimallevelofstressdependsonmanyfactors

Thelevelofphysicalactivitythetaskdemands

Thetask’sperceiveddifficulty

Performanceoftensufferswhendifficulttasksareperformedunderstressfulsituations

Notethattaskdifficultyisgenerallyafunctionofexperience

Thoughstresscanhavepositiveeffects,researchfocusesonnegativeimplications

Stressislinkedtoheartdisease,immunesystemdeficiencies,andtumors

Work-relatedstresscausedanincreaseindrugandalcoholuseintheworkplace

Stressispositivelyrelatedtoabsenteeism,intentionstoquit,andturnover

Leadersmaymakepoordecisionwhenunderstressduetorevertingtotheirintuitionratherthanthinkingrationallyaboutproblems

Topreventstressfromtakingatoll,followtheguidelinesbelow

MonitorYourOwnandYourFollowers’StressLevels

Aparadoxicalfactaboutstressisthatitoftentakesatollwithoutconsciousawareness

Instead,stressmaymanifestthroughvarioussymptoms

Developthehabitofregularlyattendingtosomeofthewarningsignsyourstresslevelistoohigh–seeHighlight8.6

Ifneeded,putsomeofthefollowingstressmanagementstrategiesintopractice

IdentifyWhatIsCausingtheStress

Monitoringstressisnotenough,leadersmustidentifywhatiscausingthestress

Problemsaresometimesclearevenifthesolutionisnot

Atothertimes,itmaybedifficulttoidentifytherootproblem

Aworkermayfeelfrustratedduetothebossoverloadingthemwithwork,notrealizingitistheirownunassertivenessthatkeepsthemfromexpressingtheirfeelingstotheirboss

Oncetheproblemisidentified,aplanforminimizingstresscanbedeveloped

Leadersmaybeunawaretheyarecausingtheirworkers’stress

Nurturerelationshipswithpeoplewillingtoprovidefeedback

PracticeaHealthyLifestyle

Thisisoneofthe