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Stress Management CompetenciesRoadshow Autumn 2012
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Alan BradshawBusiness Psychologist
Partner, Work-Life Solutionswww.the-stress-site.net
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About Alan BradshawInvolved in stress management field since 1996
Founded first UK-wide stress consultancy 1998
Developed training and tools for managers with a risk management focus
Now Partner in Work-Life Solutions
Aim is to promote evidence-based approaches
Work primarily with psychologists
Partner/collaborate with organisations
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What we’re covering todayAbout this approachWhat are ‘Stress Management
Competencies?Comparison with HSE Management
StandardsA look at the Framework and BEHAVIOURSApplications and tools‘How to’ overview for
managers/practitionersTraining and Support OptionsFollow-up info and resources
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About this approachEvidence based (extensive research
programme)
Manager behaviours critical to stress prevention
Management Competency Framework developed
Tools to help managers assess / get feedback on own skills and behaviours
Interventions to promote behaviour change
Upward feedback then training and follow-up support most effective
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What are ‘Stress Management Competencies’?
Combinations of skills and behaviours
that line managers need to prevent and reduce stress at
work
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Standards v. CompetenciesStandards (2004)Clarified stress hazards‘Standards’ for eachSurvey tool to assess riskBenchmark performanceFocus: Organisational
stress mgt process Limitation: seen as
‘Health & Safety’ issue
Competencies (2010)
Competency FrameworkClarified skills and
behavioursBehavioural feedback Interventions to improve
manager behavioursFocus: day-to-day
people managementNot a substitute for stds
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Good and Bad Mgr Behaviours? Reflecting on your professional/work
experience, what manager behaviours:
Prevent or reduce stress (good behaviours)?
Cause stress, increase stress or create new stress (bad behaviours)?
Will the research findings agree with you? Let’s see…
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Management Competency FrameworkCompetency 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
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Managing with Respect
Managing with Respect is about managing emotions, having integrity and taking responsibility.
Specific behaviours:1. Integrity 2. Managing emotions 3. Considerate approach
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Key Issue: TRUST
What leader/manager behaviours generate trust?
13 Behaviours of a High Trust Leader (Stephen M.R. Covey)
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Managing Workload
Managing Workload is about managing and communicating existing and future work.
Specific behaviours:1. Proactive work management 2. Problem solving3. Participative/empowering
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Key Issue: TIME
Why don’t managers manage proactively?
What do managers spend the most time doing?
What needs to change to prevent/reduce stress?
How much time do managers need to manage workload proactively?
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Managing Individuals
Managing Individuals is about the way you manage and relate to individuals within the team.
Specific behaviours:1. Personally accessible 2. Sociable 3. Empathetic engagement
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Managing Relationships
Managing Relationships is about reasoning and managing difficult situations at work, including conflict.
Specific behaviours:1. Managing conflict 2. Use of organisational resources 3. Taking responsibility for resolving
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Organisational ApplicationsCulture change (to promote wellbeing)Informing policy developmentAdapting (or integrating with) existing
management development programmeAs a checklist for training and skills
developmentAppraisalsRecruitment and selection
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Preparing the OrganisationSenior management support and line manager
buy-inWho will lead this and have responsibility?Which (group of) managers will be involved
first?Who will provide the feedback and training?
Do they have the required skills?How will they be supported?
How will you support line managers to make positive changes to their behaviour?
How will you evaluate this and learn from it?17
Using this approach 1: As a manager1. Questionnaire and feedback
Upward feedback most important
2. Exploring your questionnaire feedback
3. Exploring the behaviours (e.g. workshop)
4. Follow-up action and support
e.g. skills development, training, coaching
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Tools...
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Using this approach 2: Practitioner1. Preventing Stress: Promoting Positive
Manager Behaviour
2. The questionnaires (distribution, analysis, feedback to manager). Skills?
3. Exploring the behaviours (e.g. workshop)
4. Follow-up: action and support
e.g. training, coaching for managers20
Training and Support OptionsTeam of Psychologists to provide supportPresentations to SMTs (to make business case)Train-the-trainer options (public and in-house)
PSPPM course; Coaching support/supervision
In-house training and supportAssessment/feedback and workshop for managersTraining related to specific behavioursCoaching (follow-up action and support)
Research Consortium (Individuals/Organisations)
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Follow-up info and resourcesResearch and case studies
Info booklets for HR and line managers
Tools
Train-the-trainer details
In-house training and coaching options
LinkedIn group
Online learning resources
Book22
Research, tools and resources
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Online learning resource...
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Any Questions?
Any questions on the research, framework, tools, interventions, training or anything related to the stress management competencies?
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Thanks for listening!Please hand in completed evaluation forms
I’ll be in touch with: links and resources, information about training and support options, including the train-the-trainer courses
Alan BradshawPartner, Work-Life Solutions
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