stress management competencies roadshow ----------- alan bradshaw partner, work-life solutions ...
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Stress Management Competencies Roadshow
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Alan BradshawPartner, Work-Life Solutions
About Alan BradshawInvolved in stress management field since
1996Founded first UK-wide stress consultancy
1998First management training with a stress risk
management, accounted for 80 – 90% of businessTrained/managed many of UK’s top consultantsHelped organizations develop stress policies and
implement HSE Management StandardsBecame a director of QoWL in 2007Now Partner in Work-Life SolutionsMain aim is to promote evidence-based
stress management in UK and Europe
What’s it all about, Alan?
Well, it’s about....
STRESS ....and...
MANAGEMENT ....and of course...
COMPETENCIES!
What we’re covering today...Some essential background and context
Links with HSE Management StandardsStress Management Competencies
ResearchA look at the Framework and BEHAVIOURSApplications, tools and interventionsCase Study Video: Northumbria NHSNext steps if you want to use this approachQuestions
A quick look back...Statutory legal aspects : Health & Safety Law
and Regulations
Common Law Stress Cases
HSE Management Standards (2oo4)A framework, standards, tools and a process to
follow to manage stress risks
The problem is that the Management Standards’ approach hasn’t been as effective as hoped for...
Limitations of Management Standards?
Seen as the province of ‘Health & Safety’
Implementation largely down to HR and managers
Ignored by senior/operational Managers “not our problem”
Seen as bureaucratic and time consuming
Survey fatigue (and fears about the results!)
Not day-to-day people management
Led to Stress Management Competencies research....
Rigorousresearchprocess
1. Interviews with nearly 400 managers and employees + workshops with HR/OH/H&S
Produced framework with 19 behavioural themes
2. Questionnaire survey with over 800 managers and employees + further workshops
Refined framework to 4 broad themes, with 12 sub-themes
3. Testing whether we can help managers use and develop the behaviours identified
We can help managers change behaviour
Brief Critical Incident Exercise:
Reflect on a stressful situation where your manager’s behaviour: Made the situation better (prevented or reduced stress), or; Worse (caused more stress, created new stress)
Discuss this with the person sitting next to you…
What manager behaviours made it better or worse?
Will the research findings agree with you? Let’s see…
Management competencies (skills/behaviours) for preventing and reducing stressCompetency Sub-Competency
Respectful and responsible: Managing emotions and having integrity
Integrity
Managing emotions
Considerate approach
Managing and communicating existing and future work
Proactive work management
Problem solving
Participative/empowering
Managing the individual within the team
Personally accessible
Sociable
Empathetic engagement
Reasoning/Managing difficult situations
Managing conflict
Use of organisational resources
Taking responsibility for resolving issues
Managing with Respect Managing with Respect is about managing
emotions, having integrity and taking responsibility.
Specific behaviours:1. Integrity – this is about being a good role model, treating
team members with respect and being honest; not saying one thing and doing something different
2. Managing emotions – this is about staying calm in a crisis and being consistent, and not passing stress on to your team
3. Considerate approach – this is about showing respect and consideration for others, providing positive rather than negative feedback and not making unrealistic deadlines
Managing Workload Managing Workload is about managing and
communicating existing and future work.
Specific behaviours:1. Proactive work management – this is about managing
workloads proactively; communicating objectives effectively, prioritizing, planning and reviewing work so that stress is prevented
2. Problem solving – this is being decisive and about how you deal with and follow-up on work problems that do occur.
3. Participative/empowering – this is about how you involve people, consult them and delegate work; the extent to which you enable control, empower your team and encourage participation
Managing Indviduals Managing Individuals is about the way you
manage and relate to individuals within the team.
Specific behaviours:1. Personally accessible – this is about being accessible and
providing opportunities for face-to-face communication, for example speaking personally rather than using email
2. Sociable – this is about being friendly, sociable and willing to have a laugh at work
3. Empathetic engagement – this is about being a good listener, taking an interest in others and understanding their motivations
Managing Relationships Managing Relationships is about reasoning and
managing difficult situations at work, including conflict.
Specific behaviours:1. Managing conflict – this is about intervening early and
acting as a mediator; also being objective and dealing with issues head on rather than merely acting to keep the peace
2. Use of organisational resources – getting advice and support from others when needed to resolve relationship issues and conflicts
3. Taking responsibility for resolving issues – following up, supporting employees and making it clear you are taking responsibility for resolving issues
So, we know now what the stress management behaviours are...But how are we going to change manager
behaviour?
Exercise: Reflecting on your own experience, what’s likely to lead to you actually changing your behaviour? (you can consider any behaviour such as weight loss, giving up smoking, fitness/exercise)
Discuss with a partner – what factors are most likely to help you make real and lasting changes?
Behaviour change theoriesTheories and models of behaviour change:Stage Theories e.g. Prochaska and DiClemente
(1986)Precontemplation, Contemplation, Preparation,
Action, MaintenanceSocial Cognitive Theories e.g. Bandura (1986)
Importance of role models and self-efficacyTheory of Reasoned Action / Planned Behaviour
Importance of behavioural intentions, attitudes, beliefs and subjective norms; later revised to take account of importance of ‘perceived behavioural control’
Behaviour change: what helps?A manager displaying positive behaviours – ROLE MODELA Positive Organizational Culture - CULTUREFeedback on your behaviour – FEEDBACK, AWARENESSA desire to change – DESIRE, INTENTION, MOTIVATIONA feeling that you can change and have the skills to
change – CONTROL, TRAINING/COACHING, SELF EFFICACY
Moral support when you need it – ENCOURAGEMENT, PRAISE, SOCIAL SUPPORT
Practical help when you need it – RESOURCESOngoing help and support – FOLLOW-UP,
REINFORCEMENT
Upward feedback
Interactive workshop
Follow-up upward feedback
3mths later
Intervention and toolsMost effective process is: Assessment +
Upward feedback + workshop (+ follow-up)Assessment uses SMCIT – If 360, can include
manager, direct reports, peers, own managerFeedback is one-to-one using 360 report (may
require training/coach to deliver)Interactive Workshop (“Preventing Stress:
Promoting Positive Manager Behaviour”)Explores importance; raises awareness; equips with
tools; enables discussion of issues, development planning; mutual support
Additional applications?
Stress / well-being policies
As a guide to specific development interventions e.g. conflict management training
Integrate into manager induction programmes
Framework and tools for management coaching
Implementing Stress Management Competencies at Northumbria Healthcare NHS
Foundation Trust
What’s next...Extensive follow-up information by email
Research, info booklets, audio/video, web-links, 360 etc
If YOU want to deliver the intervention (either in-house or as a consultant/practitioner)...
Preventing Stress: Promoting Positive Manager Behaviour train-the-trainer courses 29th and 30th November in NW (separate courses) facilitated by Emma Donaldson-Feilder
Enables delivery of workshop intervention in-house
Access to all training materials
Upward feedback / 360 training and coaching available
What’s next...If you want to implement this approach, but
DON’T want to deliver it, Work-Life Solutions can organise / provide:
In-house training for your managers
A commercial 360 service (managed service, automated report generation)
One-to-one 360 feedback (on-site or remotely)
Coaching
Any questions about the research, framework, tools,
intervention case study, training or anything related to the stress
management competencies?
Some final commentsStress Management Competencies are the
skills and behaviours line managers need to prevent and reduce stress at work
A framework, tools and interventions are available to anyone wishing to use this powerful approach
Training is being provided for interested organisations, consultants and practitioners
We will follow-up with resources, links and train-the-trainer information
Thanks for listening!
Please leave evaluation slips on your seats
We’ll be in touch very soon with links and resources, and information about the train-the-trainer events on November 29th and 30th
Alan BradshawPartner, Work-Life Solutions