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Will John Ever Learn? Joe Harder spiritofthenewworkplace.com.

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Presentation on theme: "Will John Ever Learn? Joe Harder spiritofthenewworkplace.com."— Presentation transcript:

1 Will John Ever Learn? Joe Harder spiritofthenewworkplace.com

2 Chinese character for “busy” …also means to “lose one’s mind”

3 Symptoms of Excessive Stress How do you know when you’re stressed? Change in eating habits “Unhealthy” feeling - malaise, aches, pains Restlessness, inability to concentrate Feeling uptight, nervous, fidgety Increased smoking, use of alcohol, caffeine Inability to sleep normally Acting irritable, depressed Physical ailments (e.g., skin, stomach, head)

4 Sources of Stress Intermittent (life events) Ongoing (daily “wear and tear”)

5 Some Stressful Life Events Starting a new educational program Changing residence/moving Change in financial position Making presentation/giving speech Family or close friend experiencing crisis Marriage, separation, or divorce

6 Generic sources of ongoing stress Perceived lack of control Lack of meaningfulness/commitment Feeling of incompetence Role conflict/feeling of imbalance Alienation/isolation Fear of the unknown

7 Type A Competitive, achievement-obsessed Perpetually in a hurry; overly time-aware * Always vs. Type B’s when they have to “Hot” and “Cold” vary in coronary risk; hostility moderates Feelings of meaningfulness and competence mitigate against coronary risk

8 Reactions to stress How do you typically deal with it? Avoidance, procrastination Paralysis toward perfection Confrontation of self or others Self-indulgence, self-centeredness, self-harm Psychological hardiness (roll with punches) Other?

9 Stress response log Stressor Meetings Deadlines No privacy Interruptio ns Feelings Annoyed, impatient Anxious Annoyed Angry, frustrated, conflicted Thoughts “what a waste” “I’ll never make it” “I wish they’d leave” “It’s not my fault I can’t get things done” Behavior hyper-critical, resistant coffee, renegotiate with self bookstore; tense up complain to sig O, cut people off, lose interest

10 “This free CD will change your life!” “Yeah, but for better or worse?” –Robbie Harder, at age 7

11 What Does it Take to Change? P____________

12 Jo-Hari Window OTHERS KnownUnknown SELF Known Unknown OpenHidden/ Private Blind SpotUnknown

13 Value of Feedback OTHERS KnownUnknown SELF Known Unknown OpenHidden/ Private Blind SpotUnknown Feedback

14 Value of Open Communication OTHERS KnownUnknown SELF Known Unknown OpenHidden/ Private Blind SpotUnknown Honest Disclosure

15 EQ, SQ, CQ Emotional Quotient –Ability to recognize emotions –Ability to understand effect of emotions (hijacking) –Ability to manage emotions (self-talk) Social Quotient –Ability to recognize impact on others’ emotions –Ability to help them manage their emotions –Willingness to care to help Change Quotient –Recognizing what needs to change –Understanding the change process (resistance) –Managing the change process (small wins) Sources: Goleman, Emotional Intelligence; Clawson, Intelligence and Leadership (Darden School note)

16 CreateLose Keep

17 Force Field Analysis Driving Forces Resistant Forces Current State Desired State Actions to increase? Actions to decrease?

18 Resistance to Change Fear of the unknown Loss of control Loss of "face" Loss of competency

19 Resistance to Change cont’d Need for security Poor timing Force of habit Perceived lack of support Lack of self-confidence

20 The way to keep a company fresh and innovative as it grows, Schmidt said, is to allow employees sanctioned creative time. At Google, for example, engineers spend 20 percent of their week on pet projects, and 10 percent on off-the-wall ideas that may seem unrelated to company business in the short term. Eliminating hierarchy and keeping decision making consensus-based also keeps an organization on its toes. Conference Asks: What Drives Innovation?

21 Success is only achieved through repeated failure and introspection. - Soichiro Honda

22 Toolkit: Control what you can Toys, games, gimmicks, tricks Meditation, breathing, peaceful place Support network

23 Support Systems Challenger - one who tells you when you’re doing something wrong Questioner - one who probes for your motives or forces you to think through your plans Comforter - one who listens when you are upset Celebrator - one to whom you can “toot your horn”

24 Good is the enemy of great. Jim Collins

25 Time Resource 168 Hours a Week Sleep Work

26 Physical Intellectual Spiritual Emotional Professional Financial Material Political Familial Marital Parental Social A Personal Developmental Balance Wheel

27 Physical Intellectual Spiritual Emotional Professional Financial Material Political Familial Marital Parental Social Goals

28 It’s not what the vision is, it’s what the vision does. - Peter Senge Purpose, mission, vision

29 What are you deeply passionate about? What can you be the best in the world at? What drives your economic engine? Core BHAG Collins’ Hedgehog Concept

30 Jim Collins’ Hedgehog Concept Passion Genetic Encoding Rewarding

31 Quote from the boss “I didn’t say it was your fault…I said I’m going to blame you.”

32 4 P’s of Change Purpose Picture Plan Part Source: Jim Clawson, Level Three Leadership, chapter 15

33 Without deviation from the norm, progress is not possible. - Frank Zappa


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