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General Management & Leadership skills Course
Facilitated By : Mr. David Mazanga
Dates: 18th – 29th April 2016
Venue: Windhoek ,Namibia@ Protea Hotel Thuringerhof
Course Objectives
By the end of the Course, participants will be able to:
• Define the need for management in the operation of business
• Outline the roles of management
• Define the aspects of leadership
• Differentiate leadership and management
• Develop positive management & Leadership skills
• Utilise management roles and responsibilities
• Answer the Question: …Are Leaders born or Made…(Discuss)—{100 marks}
Defining Management:
A process whereby human, financial, physical and information resources are employed in order to reach the goals of an organisation
Why do we need Management skills:
• One of the commonest causes of failure in a business ,especially a small one ,is poor management (Cronje et al ,Business Management,2004)
Causes of Business Failure (Cronje et al)
% of Business Failure Cause of Failure Explanation
40% Managerial incompetence
Inability to run a business, morally,intellectually or physically
30% Lack of Leadership Inability to think strategically, and to bring about turnaround changes
20% Lack of Managerial Experience
Little if any experience in managing employees or going into business
10% No Industry Experience Little if any experience in product or services being delivered before going into business
The Management Roles: P.O.L.C
• Planning
• Organising
• Leading
• Control
Roles Defined:
• Planning- determines the mission and goals of an organisation and how to reach them
• Organising-resources have to be allocated and employed to fulfil the organisation plans
• Leading-directs and motivates the human resources through communication and relations management
• Control-aligns all activities to the goals
Management- art or science
• Is Management an art ;process or a science?
• What is a science?
• What is an art?
• What is the process?
• Why do we ask these questions?
Principles of Management
• Setting the SMART Objectives & goals S -SpecificM - MeasurableA -AchievableR -RealisticT -Time-Frame
• Achieving the goals
• Defining and sharing the difference /success
Tools for Effective Management
• People
• Processes
• Resources
• Environment
Management Roles
• Interpersonal roles
• Information sharing roles
• Decision making roles
• Goal setting roles
Management Roles Expanded(a) Planning:
• Goal Setting – setting mission and goals in the context of the business environment
• Developing plans –choosing options and trade offs
• Implementation –operationalizing the plans, setting resources for the purpose ,leading subordinates and exercising control
(b) Organising
• Designing jobs for employees
• Forming operations teams
• Assigning authority
• Establishing command structures
• Establishing coordinating mechanisms
5 Steps in the organising process
• Consider the plans and goals
• Prepare action plans
• Present a structure of work relationships
• Assign work, delegate, with authority and responsibility
• Classify and group work functions
Factors influencing organising
• Business environment-stable/turbulent/technology driven
• Relationship between strategy and structure
• Size of business
• Staff employed by the business
• Organisational structure/business personality
Leading Components:
• Leadership and management
• Motivation
• Knowledge of group behaviour
• Communication
• Influencing behaviour of subordinates
• Direct activities of subordinates to achieve the organisational goals
(c) Control• Develop performance standards
• Undertake performance appraisals
• Measure performance & Report/feedback
• Evaluate the performance standards
• Correct performance deficits /gap
The nature of Managers
• They work with people, through people
• They are responsible and accountable
• Set priorities-make trade-offs
• Make analytical and conceptual thinking
• They are politicians sometimes
• Make decisions, are diplomatic sometimes
Management Concerns
• Efficiencygetting work done with a minimum of effort,
expense or waste.
• Effectivenessaccomplishing tasks that help fulfill
organizational objectives.
The ideal Manager’s Role
• Reactive Management
• Proactive Management
• Predictive Management
Reactive Management
• Reactive management deals with problems as they come up. It is a management style that is much admired for its ability to quickly get the resources back into production, whether those resources are machines or people.
Predictive Management
• Predictive management focuses on reducing the number of problems that require reactive management. The more problems that can be prevented through predictive management, the fewer problems will need to be solved through reactive management.
Management Functions“Old”
• Planning,
• Organizing,
• Leading,
• Controlling
“New”
• Making Things Happen,
• Meeting the Competition,
• Organizing People, Projects, and Processes
Making Things Happen
• Determining what you want to accomplish.
• Planning how to achieve those goals.
• Gathering and managing the information needed to make good decisions.
• Controlling performance.
Meeting the Competition
• Consider the threat from competitors.
• Have a well-thought-out competitive strategy.
• Be able to embrace change and foster new product and service ideas.
• Structure their organizations to quickly adapt to changing customers and competitors
Organizing People, Projects, and Processes
• Consideration of people issues.
• Consideration of work processes.
Levels of Management
• Top management
• Middle management
• Lower level management
Top Managers
• Create a context for change.
• Develop attitudes of commitment and ownership in employees.
• Create a positive organizational culture through language and action.
• Monitor their business environments.
Middle Managers
• Planning and allocating resources to meet objectives.
• Coordinating and linking groups, department and divisions.
• Monitoring and managing the performance of the subunits and individual managers who report to them.
• Implementing the changes or strategies generated by top managers.
First-Line Managers
• Managing the performance of entry-level employees.
• Teaching entry-level employees how to do their jobs.
• Making detailed schedules and operating plans on middle management’s intermediate range plans.
Team Leaders
• Facilitating team performance.
• Managing external relationships.
• Internal team relationships.
Managerial Roles
• Interpersonal
- figurehead
• - leader
• - liaison
• Informational
- monitor
- disseminator
- spokesperson
• Informational
- monitor
- disseminator
- spokesperson
What Companies Look for in Managers?
• Technical Skills– Specialized knowledge
• Human Skill– Ability to work with others
• Conceptual Skill– Ability to see the whole organization
• Motivation to Manage– A desire to be in charge
Relative Importance of Managerial skills to Different Managerial Jobs
Mistakes Managers Make
• Insensitive to others
• Cold, aloof, and/or arrogant
• Betraying a trust
• Overly ambitious
• Specific performance problems with the business
Mistakes Managers Make
• Over managing: unable to delegate or build a team
• Unable to staff effectively
• Unable to think strategically
• Unable to be a boss with different style
• Over dependent on advocate or mentor
First-Year Management Transition
• Be the boss
• Formal authority
• Manage tasks
• Job is not managing people
First-Year Management Transition
After Six Months as a Manager
• Initial expectations were wrong
• Fast pace
• Heavy workload
• Job is to be problem-solver and trouble-shooter for subordinates
First-Year Management Transition
After a Year as a Manager
• No longer “doers”
• Communication, listening, & positive reinforcement
• Job is people development
The Transition to Management
Initial Assumptions
Exercise formal authority, Managing tasks not people, Help employees do their jobs, Hire and fire
Reality
Cannot be “bossy”, Manage people not tasks, Coach employee performance, Fast pace, heavy workload
Branches of Management
• Human resource management
• Project management
• Operations management
• Strategic management
Human resource management
• Human resource management is both an academic theory and a business practice. It is based on the notion that employees are firstly human, and secondly should not be treated as a basic business resource.
• HRM is also seen as an understanding of the human aspect of a company and its strategic importance.
• HRM is seen as moving on from a simple "personnel" approach (or was supposed to) because it is preventative of potential problems, and secondly it should be a major aspect of the company philosophy, in which all managers and employees are champions of HRM-based policies and philosophy
Functional Approach to HRM
• From a functional perspective, a staff function; with the aim of helping other functional managers to apply and utilize the most important production factor, human resources, as effectively as possible within the organization.
• The people in an organization or company essentially determine how successfully the other means of production will be applied.
Strategic management
• is that set of managerial decisions and actions that determines the long-run performance of a corporation. It includes environmental scanning, strategy formulation, strategy implementation and evaluation and control.
Project management
• is organizing and managing resources in such a way that these resources deliver all the required work to complete a project within defined scope, time, and cost constraints .
Operations management
• This aspect takes control of day to day activities and processes of production
Development of the Theory of Management
• FW Taylor(1911) defined it as a science
• Behaviourists(1930s) called it a complex mix of psychology, sociology, human relations among other views
• In the previous century, the professional manager was not yet visible
Schools of Thought on Management
• Classical School(1910-1950)
• Contemporary School(1960s to present)
Classical Approach
• Scientific school
• Management process school
• Behavioural school
• Quantitative school
• Systems approach
• Contingency approach
Scientific school
• FW Taylor(1856-1915)- believed that a scientific approach such as job observation, job analysis, job measurement, job redesigns and financial incentives would make jobs more productive
Management process school
Henri Fayol(1841-1925) -was the originator, he identified six functions of a business and these are:
• Technical(production/operations)
• Commercial(purchasing and marketing)
• Financial(accounting)
• Security function(protection of property)
• General management
Behavioural School/HR
Elton Mayo(1880-1949)-reacted to the failure of the scientific and classical schools to provide adequate human studies in management
He believed in the role of relationships and physical factors such as motivation, communication, power relations, interactions and organisational designs as core to the management process
Quantitative School
• The school emphasises mathematical models and processes in management
• They believe that if management is a logical process, it should develop models for effective processes, now this school is helping to operate large complex management matrixes
Systems Approach
• 1950s theory-management sees the organisation as a relationship of systems affected by a business environment
• The business is a whole made up of separate but functional parts
Contingency Approach
• It tries to link all approaches, arguing that the best management approach is dictated by the environment
• It does not believe in universal solutions to management, it rather believes that the situation dictates the approach
Contemporary Schools
• Strategic Management
• Total Quality Management
• Re-Engineering Approaches
• Diversity Management approach
Strategic Approach
• 1960s-1970s -evolved in the second half of the last century
• The post second world wars,the emergence of Japan and the 1960s Depressions gave rise to this approach
• SWOT systems -analysing threats and opportunities became a common approach to management
Total Quality Management
• A 1980s-1990s approach-the emergence of German and Japanese products raised issues of Quality because the two powers had better quality and higher rates of productivity than American producers
Re-Engineering Approaches
• This gave a space for learning and mistakes in organisations
• The approach believes that business can focus on their core business and also outsource non core activities to relieve pressure of performance
• This helped the core of company business to remain the primary concern
Diversity Management
• The emergency of new cultural and Equality issues of gender have advocated for a diversity management approach in businesses
• Employment Equity Acts, BEE, AA,
• This has brought a new revolution in management including comparative analysis of diversity across the world (Cronje et al 2004,Business Management)
LEADERSHIP• A complex element of Management
• Defined as ‘the influencing and directing of the behaviour of subordinates in such a way that they willingly strive to accomplish the goals and objectives of the business
65
Module: Leadership
MBA-Masters of Business Administration
66
ContentsContrast Leadership and Management
Leadership styles
Influence
21st century skills
Leadership caveats
67
Leadership• Leadership is turning vision into reality
• There is workable leadership and enduring leadership
• Workable leadership requires Vision, Passion and discipline [Hitler]
• Enduring leadership requires the preceding three plus conscience [Mahatma etc]
68
There is a distinction between Management and LEADERSHIP
Managers think incrementally, Leaders
think radically
Managers do things right, Leaders do
the right things
Leaders stand out by being different
Leaders question assumptions and are
suspicious of tradition
69
Who is a Manager?
Managing is a later concept [than Leading] from Latin 'manus', meaning hand, and more associated with
handling a system or machine of some kind
Carol Kennedy's excellent book 'Guide to the
Management Gurus'
A manager uses authority, the legitimate right
to govern
There are three types of authority:Positional
Traditional
Professional/expertise
70
Quote
• : Leadership is an ancient ability about
deciding direction, from an Anglo-Saxon
word meaning, “the road or path ahead”;
knowing the next step and then taking
others with you to it. ibid
71
Required
• Managers who lead
72
For individual student review: leadership styles
73
Leadership Styles
Democratic
Autocratic
Laissez faire
TranscendentalTransactionalTransformational
Directive InfluentialCollaborative
A B
C
74
Leadership StylesGroup A
75
Autocrat:This is a Dominating persona.
Results in passive resistance
But is Good in emergencies
76
Laissez- faireExercise little control
Useful when leading a team of highly
motivated and skilled people
77
The Democrat:Leads by consulting
Encourages participation
Delegates wisely
Values group discussion
Empowers team members
78
Leadership Styles
Group B
79
Transactional LeadershipA transactional leader is usually
authoritarian or even aggressive to obtain
maximum benefit.
This leader rewards or disciplines the
follower depending on the adequacy of
the follower’s performance.
80
Transformational Leadership
This leader is visionary and charismatic
This leader is an enriched transactional
leader
They know themselves, what they want
and how to sell…
This leader is transactional but
charismatic
81
Transcendental Leadership
Saint Augustine: “ the purpose of all rulers is the well being of those they rule”
This is the servant leaderThe Transcendental leader is interested
in the people themselves and tries to contribute to their development.
This leader develops the followers’ transcendent Motivation: the motivation to contribute
This leader is transactional, charismatic and a server
82
Leadership styles
Group C
83
This leader tells his followers what to do
Maintains a high level of control
Good for crisis
Directive Leadership- (leading from the front)
84
Influential Leadership- (leading from behind)
Surrendering some control
Intervenes appropriately
Allows others to release their personal
powers
The leader leads by asking questions
Influences through confidence and
integrity
Rather than the power of authority
85
Collaborative Leadership
This Leader has presence
Presence = values and attitudes
Makes the employees feel valued and recognised
This is a very empowering leader
Relies on the capabilities of others to achieve
results
Ideal for teamwork
Can be confusing to followers when they are
seeking direction
86
Leadership Tool
Influence
87
InfluenceLeaders use influence and nothing
more
Influence is causing others to: do certain things or to
behave in a certain way because
they love you or like you or admire you
because of your character orpersonality or grooming
88
Foundation of influence
Positive Sentimental Bonds
Physical traits …Gravitas; Chemistry
Character Traits… Integrity
Personality
Type A ( extrovert; maniac; aggressive)
Type B ( Assertive)
Type C ( Introvert; Passive; autistic)
89
21st century skills… Pygmallion effect of Management
The Moral: “ People become what you say they are ”
re: the Pygmallion legend
Trust: the question: when do you trust people?
Lesson: “Trust begets trust”
90
Energy Renewal
¶ An effective Leader maximises human resources.
¶ Refreshing the spirit of a demoralised follower becomes part of the Leader’s responsibility
¶ Proverbs. 17:22 “ A cheerful heart is good medicine but a crushed spirit dries up the bones”
91
21st century…
Zero-based thinking“Given what we now know, how would we redesign our organisation if we were to
start from scratch? ”
92
21st century…
Leadership developmentThe job of a Leader is not maintaining a queue of followers but the creation of Leaders
93
JanusianismThe ability to learn lessons from the past and at the same time creating a desired future and managing the present in the light of that future
21st century…
94
D.A.Y.S.
Do As You Say, walk the talk, lead by example
Do not preach water but drink wine!!
21st century leadership skills…
95
96
The ABC’s of Leadership
A ATTRACT PEOPLE
Be a liberating influence
B BELIEVE IN PEOPLE
We all need this
C CONNECT WITH PEOPLE
Be there when needed
97
Connect with peopleRe: the locomotive head and the trucks: which oneMoves to connect?
How to connect:
1 Value people
2 Posses a “make a difference mindset”
a) Believe you can make a difference
b) Believe that your life will make a difference in others
c) Believe that the people you relate will make a difference
d) Believe that together you will make a big difference
[ 1 beside 1 = eleven, not two!!!]
98
Connect-contd.
3 Look for common ground. Find the 1% on which you
agree and give 100% (101% thinking)
4 Understand and discover the temperament of people
5 Understand and discover the gifts of people
6 Handle yourself differently than others I.e.
Self: handle with your head
Others: handle with your heart
7 Know the key to the lives of people
8 Stand with others during their tough times
9 Do not take others for granted, this disconnects
99
There is a dark side to LeadershipFor Leaders The tendency to become corrupted Valley Mentality Greed The tendency to oppress, control
The tendency to seek to be worshiped
Intolerance to criticism
Emotional illiteracy…unable to
empathise
CAVEAT
100
CAVEAT
For followers
The tendency to sycophancy
Over-dependent followers
Masochistic Behaviour
Components of Leadership:
• Leadership and management
• Motivation
• Knowledge of group behaviour
• Communication
• Influencing behaviour of subordinates
• Direct activities of subordinates to achieve the organisational goals
Leadership and Management
• Managers ......who are not leaders
• Leaders......who are not managers
• The aim is to make good managers leaders as well
Aspects of Leadership:• Authority-right to command and demand
action
• Power-ability to influence others without using authority
• Influence-ability to use authority and power to move subordinates to action
• Delegation-the ability to transfer authority to a subordinate and still remaining accountable
• Responsibility –carrying out activities according to instruction , being overally accountable
Authority• The right perform certain actions, with
guidelines, to decide who does what, to compel the execution of tasks, to punish those who fail to act what is expected
• The authority conferred by an organisation is formal authority , granted by an institution
Kinds of power• Reward power-to give or withhold
• Coercive power-use of fear, psychological, physical, emotional
• Referent power –abstract power, personal, based on personal charisma
• Expert power-based on knowledge, expertise and professional endowment
• Legitimate power-granted by one’s position , similar to authority
Kinds of power
Use and outcomes of power:Type of power Commitment Compliance Resistance
Referent Likely-request seenas important to leader
Possible –if request is seen as unimportant
Possible –if request will bring harm the leader
Expert Likely-if request is persuasive & goals are shared
Possible –if request is persuasive
Possible –if leader is arrogant, insults subordinates
Legitimate Possible –if request is polite, suitable
Likely-if request is seen as legitimate
Possible-if demand is arrogant
Reward If used in a personal , subtle way
Likely –if used in an impersonal way
Likely-if used in an arrogant way
Coercive Very unlikely Possible-if used in a helpful way
Likely-if used in a hostile/manupilative way
Leadership Models • Autocratic/Task oriented leaders-make all
decisions, dominating
• Democratic/Relationship oriented leaders-believe in teamwork
• Theory X (McGregor)-believe people are lazy and have to be forced to work
• Theory Y-believe that people want to work and are responsible
New Models• Situation Leaders-variety of situations
determine leadership models and leaders perform according to various situations
• Female Leadership-modern, more inclusive
• Interactive leadership-participatory approach
Factors affecting Effective leadership
• Personality and experiences
• Organisational culture and policy
• Behaviour expectations and nature of subordinates
• Expectations and behaviour of association
• Requirements of the job
• Expectations of the superiors
Motivation This a component of leadership that drives
satisfaction in humans
Motivation is need-satisfying process in the direction of a desired goal
Theories on Motivation
Maslow Hierarchy of Needs
• Physiological needs-food, shelter, clothing
• Security needs- protection against dangers
• Social needs –love, friendship,
• Esteem, respect needs-egoistic needs ,status
• Self actualisation needs – needs for self expression
Maslow TheoriesApply to :
• Individuals and
• Groups
Groups found in Businesses
• Functional Groups- to perform a function
• Task Groups-to perform a duty
• Interest Groups-informal groups
Characteristics of Groups:
• Leader
• Followers/members
• Norms and standards
• Group solidarity
• Interdependence
• Conflict is possible
Communication –sign of good leadership
Sender-message-channel-reciever -feedback
Types of communication
• Verbal
• Non-verbal
Management & Human Resources
HR management does :
• Advise and counsel
• Service delivery-planning, recruiting, selecting,developing and compensation
• Policy formulation and implementation
• Employee advocacy
Motivation in DepthMotives are:
• Individualistic
• Motivation change
• May be unconscious
• Are inferred –observe and tell why one behaves that way
• Hierarchical-strongest to the weakest motive
Theorists on Motivation
• Abraham Maslow
Alfred Adler • Existence needs-are material to the person
• Relatedness needs-desire for interpersonal needs
• Growth needs-need for productive contribution
Herzberg Two Factor • Maintenance Factors –working conditions,
• Company policies & Administration,
• Remuneration & salary ,
• equipment,
• supervision
• Motivation factors –achievement,
• recognition,
• feedback,
• responsibility ,
• job satisfaction
David McClelland theory of Needs
• Need for achievement-need to excel, set standards
• Need for power-to influence, control others
• Need for affiliation-need to be liked and accepted
Process TheoriesExpectancy Theory
• Motivation depends on how much we like something and how likely we think we may get it
Expectancy Theory-Victor Vroom
• Valence- desirability of the result of working
• Instrumentality- a belief that a special action can lead one to achieve
• Expectancy-that a certain action will lead to the outcome
Equity Theory –Stacey Adams
• The desire to be equally treated lead to performance
Goal-setting Theory • Ceteris paribus- all people will strive for
particular goals
Source of Broad Motivation • Job design –employees want jobs that has
status, growth
• Intrapreneurial incentives-allow employees to be creative and innovative
• Training and Education-jobs that develop individuals are desired
• Incentives-reward jobs
• Empowerment and participation-make own decisions and goals
Source of Broad Motivation
• Culture of change- 20th Century jobs needs change
• Career management- involve employees in decisions and organisation planning
• Reward systems-expectancy theory has a link to reward systems
Compensating Employees
• Direct compensation –salaries and wages
• Indirect compensation-leave, insurance, housing, car , allowances
• Reward-salary increase, cost of living adjustment, merit increases, financial bonuses, paid holidays
Developing Employees• Training
• Coaching
• Mentoring
Performance Appraisal Assess employees work characteristics,
attitudes, enthusiasm, initiative, neatness
• Employee rating
• Employee evaluation
• Performance review
• Performance evaluation
• Results appraisal
Sir Mazanga-Regional Institute for Management Training(RIMT)Cell:(+264)-816942888; Office: (+264)-61 306 060 ;(+264)-61 216 104
E-mail:[email protected];[email protected] ;www.rimt.co.za
Workplace stress ,Attitudes & Change Management
WHAT IS STRESS ?
Stress is the reaction people have to excessive pressures or other types of demand placed upon them. It arises when they worry that they can’t cope.
HELP ME!
WHAT IS STRESS ?
Stress is the “wear and tear” our minds and bodies experience as we attempt to cope with our continually changing environment
I HATE YOU
DEFINITION
S = P > RStress occurs when the pressure is greater than the resource
STRESS FEELINGS
• Worry
• Tense
• Tired
• Frightened
• Elated
• Depressed
• Anxious
• Anger
4/20/2016 139
FOUND YOURSELF IN SIMILAR SITUATIONS?
Signs Of Stress
Physical signs Mental signs
Behavioural signs Job Stress Signs
Negative Stress
Results
Loss of motivationReduces
effectiveness
Physical, mental,
and
behavioral problems
POSITIVE STRESS
Stress can also have a positive effect, spurring motivation and awareness, providing the stimulation to cope with challenging situations.
Stress also provides the sense of urgency and alertness needed for survival when confronting threatening situations.
ENDOCRINE SYSTEM RESPONSES
• Increased pupil dilatation
• Perspiration
• Increased heart rate and blood pressure
• Rapid breathing
• Muscle tenseness
• Increased mental alertness
SYMPTOMS OF STRESS
• Physical symptoms
• Mental symptoms
• Behavioural symptoms
• Emotional symptoms
PHYSICAL SYMPTOMS
• Sleep pattern changes
• Fatigue
• Digestion changes
• Loss of sexual drive
• Headaches
• Aches and pains
• Infections
• Indigestion
• Dizziness
• Fainting
• Sweating & trembling
• Tingling hands & feet
• Breathlessness
• Palpitations
• Missed heartbeats
MENTAL SYMPTOMS
• Lack of concentration
• Memory lapses
• Difficulty in making decisions
• Confusion
• Disorientation
• Panic attacks
BEHAVIOURAL SYMPTOMS
• Appetite changes - too much or too little
• Eating disorders - anorexia, bulimia
• Increased intake of alcohol & other drugs
• Increased smoking
• Restlessness
• Fidgeting
• Nail biting
• Hypochondria
EMOTIONAL SYMPTOMS
• Bouts of depression
• Impatience
• Fits of rage
• Tearfulness
• Deterioration of personal hygiene and appearance
STRESS RELATED ILLNESSES
Stress is not the same as ill-health, but has been related to such illnesses as;
• Cardiovascular disease
• Immune system disease
• Asthma
• Diabetes
• Digestive disorders
• Ulcers
• Skin complaints - psoriasis
• Headaches and migraines
• Pre-menstrual syndrome
• Depression
COSTS OF STRESS
80% of all modern diseases have their origins in stress.
In the UK, 40 million working days per year are lost directly from stress - related illness.
Costs in absenteeism to British industry is estimated at £1.5 billion pounds per year.
Summary - Part 1
• What is Stress ?
• Types of Stresses
• Individuals
• Stress origins & body systems
• Adaptation Syndrome
• Symptoms
• Costs of Stress
Statement
Not all the stress we experience is generated at work !!
Causes of Stress
• External Stresses
• Internal Stresses
External Stresses - Major Life Events
• Death of a loved one
• Divorce / separation
• Imprisonment
• Injury/illness ( self / family )
• Marriage/ engagement
• Loss of job
• Retirement
• Pregnancy
• Sexual Problems
• Change in financial status
• Change of job / work
• Mortgage or loan
• Foreclosure of mortgage/loan
• Change in responsibilities
• Moving house
• Holidays
• Christmas
• Minor violations of the law
RECOGNISE THE PROBLEM
The most important point is to recognise the source of the negative stress.
This is not an admission of weakness or inability to cope! It is a way to identify the problem and plan measures to overcome it.
STRESS CONTROL
A B C STRATEGY
ABC STRATEGY
A = AWARENESS
1. What causes you stress?
2. How do you react?
ABC STRATEGY
B = BALANCE
1.There is a fine line between positive / negative stress
2. How much can you cope with before it becomes negative ?
ABC STRATEGY
C = CONTROL
1. What can you do to help yourself combat the negative effects of stress ?
Stress Management Techniques
• Change your thinking
• Change your behaviour
• Change your lifestyle
Change your Thinking
• Re-framing
• Positive thinking
Re-framing
Re-framing is a technique to change the way you look at things in order to feel better about them.
• There are many ways to interpret the same situation so pick the one you like.
• Re-framing does not change the external reality, but helps you view things in a different light and less stressfully.
Positive Thinking
• Forget powerlessness, dejection, despair, failure
• Stress leaves us vulnerable to negative suggestion so focus on positives;
• Focus on your strengths
• Learn from the stress you are under
• Look for opportunities
• Seek out the positive - make a change.
Change your Behaviour
• Be assertive
• Get organised
• Ventilation
• Humour
• Diversion and distraction
Be Assertive
• Assertiveness helps to manage stressful situations, and will , in time, help to reduce their frequency.
• Lack of assertiveness often shows low self -esteem and low self - confidence.
• The key to assertiveness is verbal and non -verbal communication.
• Extending our range of communication skills will improve our assertiveness.
Equality and Basic Rights
1) The right to express my feelings
2) The right to express opinions / beliefs
3) The right to say ‘Yes/No’ for yourself
4) Right to change your mind
5) Right to say ‘I don’t understand’
6) Right to be yourself, not acting for the benefit of others
Equality and Basic Rights
7) The right to decline responsibility for other people’s problems
8) The right to make reasonable requests of others
9) The right to set my own priorities
10) The right to be listened to, and taken seriously
Being Assertive
Being assertive involves standing up for your personal rights and expressing your thoughts, feelings and beliefs directly, honestly and spontaneously in ways that don’t infringe the rights of others.
Assertive People
• Respect themselves and others
• Take responsibility for actions and choices
• Ask openly for what they want
• Disappointed if ‘want’ denied
• Self - confidence remains intact
• Not reliant on the approval of others
Assertive Skills
• Establish good eye contact / don’t stare
• Stand or sit comfortably - don’t fidget
• Talk in a firm, steady voice
• Use body language
• ‘I think’ / ‘I feel’
• ‘What do you think?’ ‘How do you feel ?’
• Concise and to the point
Benefits
• Higher self-esteem
• Less self-conscious
• Less anxious
• Manage stress more successfully
• Appreciate yourself and others more easily
• Feeling of self-control
Get Organised
• Poor organisation is one of the most common causes of stress.
• Structured approaches offer security against ‘out of the blue’ problems.
• Prioritising objectives, duties and activities makes them manageable and achievable. Don’t overload your mind.
• Organisation will help avoid personal and professional chaos.
Time Management
• Make a list
1. What MUST be done
2. What SHOULD be done
3. What would you LIKE to do
• Cut out time wasting
• Learn to drop unimportant activities
• Say no or delegate
Time Management
• Plan your day
• Set achievable goals
• Don’t waste time making excuses for not doing something
Ventilation
‘A problem shared is a problem halved’
• Develop a support network through friends or colleagues to talk with.
• It’s not always events that are stressful but how we perceive them.
• Writing a diary or notes may help release feelings but do not re-read what has been written.
Humour
• Good stress - reducer
• Applies at home and work
• Relieves muscular tension
• Improves breathing
• Pumps endorphins into the bloodstream - the body’s natural painkillers
Diversion and Distraction
• Take time out
• Get away from things that bother you
• Doesn’t solve the problem
• Reduce stress level
• Calm down
• Think logically
Change Your Lifestyle
• Diet
• Smoking & Alcohol
• Exercise
• Sleep
• Leisure
• Relaxation
Diet
• Healthy eating habits
• Caffeine (Stimulant)
• Salt
Smoking and Alcohol
• Stop or at-least your consumption to bare minimum
Benefits of Exercise
• Uses up excess energy released by the ‘Fight or Flight’ reaction.
• Improves blood circulation
• Lowers blood pressure
• Clears the mind of worrying thoughts
• Improves self image
• Makes you feel better about yourself
• Increases social contact
Sleep
• Good stress reducer
• Difficult to cope when tired
• Wake refreshed after night’s sleep
• Plenty of daytime energy
Leisure
• Interest
• Gives you a ‘break’ from stresses
• Provides outlet for relief
• Provides social contact
Benefits of Relaxation
• Lowers blood pressure
• Combats fatigue
• Promotes sleep
• Reduces pain
• Eases muscle tension
Benefits of Relaxation
• Decreases mental worries
• Increases concentration
• Increases productivity
• Increases clear thinking
Alternatives
• Conventional Medicine
• Counselling & psychotherapy
• Relaxation
• Meditation
• Massage
• Yoga
• Acupuncture
• Aromatherapy
• Floatation
• Herbalism
• Biofeedback
• Homeopathy
• Hypnotherapy
• Osteopathy
• Religious Therapy
• Reflexology
Summary: Action Planning
• Causes of stress
• Identification and admission
• Ways to control stress
• Alternative methods
• End=End=End=End=End=End=End=End=End
Joshua 22 vs 29……..May God bless us all……………….
Joshua 22VS 29…….
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