Enhancing Your Resilience - Adaptiv Learning · 1/17/2013 · Adaptiv Strengths/Skills Map (page 6) X indicates the skill will boost the factor. Please complete your Resilience Snapshot
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EnhancingEnhancing YourYour ResilienceResilienceEssentialEssential Skills To Help You Feel Better And Do BetterSkills To Help You Feel Better And Do Better
At WorkAt Work –– And BeyondAnd Beyond
Presented By:
Dean M. BeckerManaging Director, Principal & Co-founder
What situation on page 10 did you rate yourself loweston?
What emotion on page 11did you rate yourself loweston?
Do you typically feel that emotion when you’re in thatsituation?
This is no coincidence
It’s our Thinking about situations (p.10) that drives ourEmotions (p.11)!
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Emotion Radar Practice (handout page 12)
EventYou’ve been working much longer hours for the past severalweeks, responding to customer requests, trying to achievequota, managing shrinking internal resources, responding toshifting priorities, and trying to make sense of the changingbusiness landscape. You get home at the end of a particularlytough week and your spouse/partner complains that you’re aworkaholic and need to start making your relationship more ofa priority.
Thinking – What would go through your mind like tickertapein that instant – not 5 minutes or even 5 seconds later?
Impact – What would you feel and do in that moment?
EventYou have worked for months to convince a customer to investin a major branch automation system. You and your managerbelieve that FIS will win the business. Your customer notifiesyou by email that.
Thinking – What would go through your mind like tickertapein that instant – not 5 minutes or even 5 seconds later?
Impact – What would you feel and do in that moment?
Role Plays Goal – Communicate more effectively with a client How?
Form groups of 2. One in each group plays HR, one playsclient
Client presents HR with a situation, showing an emotion Choose Sadness, Anxiety, Frustration, or Anger
HR identifies emotion and uses Emotion Radar chart to initiatediscussion and solve problem
Timing – about 5 min. each – switch roles
EmotionRegulation
ImpulseControl
CausalAnalysis
Self-Efficacy
RealisticOptimism
Empathy ReachingOut
Skill 1LocateEmotionRadar
X X X X
Skill 2AvoidThinkingTraps
X X
Skill 3DetectIcebergs
X X X
Skill 4ChallengeExplanations
X X X
Skill 5HarnessPositiveRadars
X X X
Skill 6Tap intoPositiveIcebergs
X X X X
Skill 7FindConnection
X X X
X indicates the skill will boost the factor
The Value of Locating Emotion Radars
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Case Study - Edward Jones EJ Investment Reps, new hires
Cold calling and door knocking
High levels of rejection
Diversity of Emotions – anger, frustration, anxiety,embarrassment, shame, ok, excited
8 hours of training – focus on Emotion Regulation
Followed 9 months after training
EJ – Using the skills% using skill to focus after rejection
0%
20%
40%
60%
80%
100%
92% 32%Resilience Training Control
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EJ – Greater EmotionRegulation
Redlining – Emotion of 8-10 on 10-pt scale
% who 'redlined' after rejection
0%
10%
20%
30%
40%
50%
60%
10% 54%Resilience Training Control
Bottom Line
Assets under management
0
500000
1000000
1500000
2000000
Control Group 0 106083 290173 938797
Resilience Group 0 335764 744297 1891686
Pre 1 month 3 months 9 months
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Skill 2
Navigating AroundProblem Icebergs
North America is just now emerging from one of thecoldest seasons on record. Meteorologists reportedunprecedented consecutive days of below-freezingtemperatures. Store owners also report records --the highest sales ever of snow shovels.
In a city of great restaurants, the “Garden Grove”is proving to be one of the best. The menu iscomprehensive and the wine list is reasonablypriced. But this restaurant’s best asset is its staff. Ifound them to be very attentive and friendly.
“It’s my job to make sure people are happy.”“I want people to always think the best of me.”“Avoid conflict at all costs.”“I should always be there for the people I love.”“Avoid embarrassment at all costs.”“Sacrificing for others is the right thing to do.”“You can’t trust people.”“I should be respected by everyone.”
Icebergs about Control“Only weak people can’t solve their own problems.”“I must always be in charge.”“I must never show my feelings.”“I can’t handle messy situations.”“Good things happen to good people, bad things to bad
people.”“The more control I get, the better my life will be.”“If you want it done right, do it yourself.”“The world should be fair.”“People should play by the rules.”
Case Study – David’s BridalQ1 2002 was record quarter for bridal industry due to 9-11
Dropped dramatically in last half 2002
Resilience of store sales reps nosedived
Adaptiv Training in Q4 2002 – focus on DetectingIcebergs
Q1 2003 versus Q1 2002 and compared with Controlgroup
David’s Bridal - Results
-15
-10
-5
0
5
10
15
Adaptiv -12.97 1.97 3.67 5.68 10.7
Control -3.02 -7.12 0.76 1.14 -0.76
Traffic Registrations Sales $ per Bride Headpiece
Training in Q4 of 2002
Figures above – Q1 2003 vs. Q1 2002
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EmotionRegulation
ImpulseControl
CausalAnalysis
Self-Efficacy
RealisticOptimism
Empathy ReachingOut
Skill 1LocateEmotionRadar
X X X
Skill 2AvoidThinkingTraps
X X
Skill 3DetectIcebergs
X X X
Skill 4ChallengeExplanations
X X X
Skill 5HarnessPositiveRadars
X X X
Skill 6Tap intoPositiveIcebergs
X X X X
Skill 7FindConnection
X X X
X indicates the skill will boost the factor
The Value of Detecting Icebergs
Skill 3
Getting Flexiblewith Explanations-
Discovering Your “Why?” Style
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From Fear to HopePolio – up to 20,000 new cases a yearin the U.S. before 1955
Jonas Salk – a story of Resilience7 years, 500 unsuccessful attempts
“the man who saved the children”
‘immunize children against psychologicaldisorders’
“Why?” Style
Our thinking style for explaining the badstuff to ourselves Learned by middle childhood
Becomes a habit
Automatic belief about why it happened
Sometimes right, often wrong
Made up of 3 parts
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The 3 Dimensions of Why? Style
Me . . . . . . . . . . Not Me
Always . . . . . . . . . .Not Always
Everything . . . . . . . . . .Not Everything
Beliefs about causes of AdversityBeliefs about causes of Adversity
“I’m stupid.”“This teacher’s
exam was too hard.”“Teachers aremessed up.”
“I didn’t studyhard enoughfor this test.”
Why? Style – Me vs. Not Me
A task you delegate doesn’t get done right or ontime. WHY?ME – I’m not good atdelegating.
Not ME – She doesn’ttake direction well.
You have a brief but heated argument with a friend.WHY?
ME – I’ve been understress and had a shortfuse lately
Not ME – She’s beenunder stress and had ashort fuse lately
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Why? Style – Always vs. Not Always
Event: A new IT system doesn’t have the functionalityyou expected. WHY?ALWAYS – Our ITdepartment never gets itright.
Not ALWAYS – This newsystem is very complex.
Event: One of your kids fails a math exam. WHY?
ALWAYS – He’s bad atmath.
Not ALWAYS – Hedidn’t study hardenough last week.ALWAYS – I’m no good
at helping him withmath.
Not ALWAYS – I didn’thave time to help himstudy for this exam.
BadAtMathF
Why? Style – Everything – Not Everything
Your spouse or significant other rejects everysuggestion you make about where to go out fordinner. WHY?
EVERYTHING – She’sstubborn.
Not EVERYTHING –He’s a finicky eater.
One of your BU’s ignores a new HR solution thatyou’ve championed. WHY?
EVERYTHING – Thesepeople are impossible toreason with.
Not EVERYTHING –They’re too distractedby current businesspressures to accept thisprogram.
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What is your Why? Style?
I tend to be more of a:
Me ……. Not Me
Always ……. Not Always
Everything ……. Not Everything
See your handout, page 24.
What’s the most resilient style?
Me, Always, Everything? clinical depression
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What’s the most resilient style?
Not Me, Always, Everything? chronic anger, hypertension
What’s the most resilient style?
Not Me, Not Always, Not Everything? minimize risk
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What’s the most resilient style?
Me, Not Always, Not Everything? Len’s story
The Importance of Flexibility
Activity – Getting Flexible (page 25)
Consider the following Events
Each one has an explanation provided
Code the explanation for Why? Style
Come up with at least one alternative explanation usingFlexibility
You’re having difficulty balancing work and home.“I don’t have what it takes to survive in this environment.”
You’re having trouble sticking to a diet and exercise program“There just aren’t enough hours in the day.”
You don’t finish all your work projects for the week.“This week was just a blip. Maybe things will ease up next week.”
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Check for accuracy
Just putting a positive spin on something doesn’tmake you a better problem solver
The importance of accuracy – Tom’s thieving Martians
Use Evidence from your life to check accuracy
Getting Flexible Homework (page 26)
When you hit up against a real problem and can’t figure it out: Note down your explanations – why it’s happening Get flexible using the 3 dimensions
If your explanation is a ‘Me’, come up with a ‘Not Me’and vice versa Do the same for ‘Always’ & ‘Everything’
Check for accuracy Come up with one possible new solution
Please fill in the Resilience Snapshot for Skill 4 (page 39)
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Case Study – Yellow pages sales
Verizon Information Services Puerto Rico – tourism-based economy Hit hard after 911 Young frontline sales team Became hopeless, helpless, frustrated Lots of NOT ME, ALWAYS, EVERYTHING
thoughts “Our managers give bad advice; the objectives are
impossible” “My customers are short-sighted and unreasonable” “Our managers don’t listen and don’t care”
Results – 6 months post-training
0%
5%
10%
15%
20%
2% 18%
Control Group Resilience Group
% improvement in sales
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EmotionRegulation
ImpulseControl
CausalAnalysis
Self-Efficacy
RealisticOptimism
Empathy ReachingOut
Skill 1LocateEmotionRadar
X X X
Skill 2AvoidThinkingTraps
X X
Skill 3DetectIcebergs
X X X
Skill 4ChallengeExplanations
X X X
Skill 5HarnessPositiveRadars
X X X
Skill 6Tap intoPositiveIcebergs
X X X X
Skill 7FindConnection
X X X
X indicates the skill will boost the factor
The Value of Flexible Explanations
Skill 4
Harnessing PositiveEmotions
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Are we even-handed emotionally?
Your nocturnal habits?
Your after-work habits?
Traditional Psychology
Disease model - 433 mental disorders
Focus on fixing what’s broken
We know lots about sadness, anxiety, anger,frustration, guilt, shame
We know less about happiness, pride, love,esteem, respect
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Positive Psychology
Empirical studies of the good stuff, e.g., positive emotion
Barbara Fredrickson’s Broaden & Build Theory Negative emotion direct & immediate action Positive emotion indirect & longer term benefits:
Builds personal resources Undoes effects of negative emotions Fills the resilience tank
Common Positive Emotion Radars (Handout page 28)
Thought Feeling ActionThings are going well.
HappinessUrge to play; push the envelope; becreative
I performed well oradmirably. Pride
Desire to share news with others;envision even greateraccomplishment
I have everything I need.Contentment
Savor and integrate currentsituation into enhanced self andworld concepts
This challenge is justwithin my capabilities. Interest
Urge to explore; take in newinformation; expand one’s scope
I feel connected andcommitted to others. Love
Desire to play with, explore andsavor experiences with loved ones
People think well of me. Esteem/Respect
Feeling confident to take on newand bigger challenges; reach out
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Positive Emotion Table Activity(Page 29)
Consider the positive emotions
Choose one that you would like to feel more often
When do you feel that emotion now?
What gets in the way of your experiencing thatemotion?
Everyone offers a valuable perspective and deserves a chanceto be heard.Be kind to others - you never know what kind of battles they arefacing.Advocate for what you believe is right for the business and thepeople.
Lead by example; utilize experience; speak with confidence(even when not 100% sure); don't rush to judgment; consult withothers/listen to what others have to say; and be consistent.
I like to manage by "walking around". This means having moreongoing informal chat/meetings with everyone to understand,discuss and plan for issues real-time, rather than always settingup meetings. I like to give assignments without being toospecific about how things will get done (even though I may havea specific idea about how I might approach the work). Thisallows me to coach when/if they get stuck while allowing for thegrowth that making mistakes creates.
Stay focused. Be positive (but realistic). Understand thebusiness and tailor HR solutions to meet that need. Say "no"when the business wants to do something that puts them/thecompany at-risk. Speak up in HR meetings and shareopinions/ideas. Try to always improve processes based onlessons learned.
Use just 1 skill every day – resilience will increase
Model resilience for your colleagues
Coach resilience using what you’ve learned today
Surround yourself with the Positive
Never lose sight that tough times are temporary
Reach Out, while others Shrink Back
Ground yourself in greater Connection
Creating Meaning In Your Life
Viktor E. Frankl –
“Man’s Search for Meaning”
“He who has a “Why” can bear any “How” ”.
“Ever more people today have the means to live, but nomeaning to live for.”
“Everything can be taken from a man or a woman but onething - the last of human freedoms - to choose one's attitudein any given set of circumstances, to choose one's ownway.”