1 WHITE PAPER Wake Up! The Surprising Truth about What Drives Stress and How Leaders Build Resilience By: Nick Petrie
2 Contents Overview 1 Stress is Everywhere 2 The Root Cause of Your Stress 3 Rumination Nation 4 Your Wake-Up Call 7 The Four Steps to Building Resilience 8 Three Actions to Increase Your Resilience 12 Concluding Thoughts A Personal Note 16 Appendices 17 Endnotes 17 About the Author 17
3 Overview This paper is part of a new series of white papers focused on the future of leadership development. The aim is to move beyond traditional approaches and look at where the field is going. Papers in the series include: 1. Future Trends in Leadership Development. Explore four key trends that appear to be shaping the future of leadership development, based on research involving 30 leadership experts. 2. Wake Up! The Surprising Truth about What Drives Stress and How Leaders Build Resilience. Learn about a new, proven approach for dealing with stress in the modern workplace. 3. Vertical Leadership Development Part I. Determine how to take Future Trends and build them into a leadership program focusing specifically on vertical development and why it matters in a complex world. UPCOMING PAPERS: 4. Vertical Leadership Development Part II. Take a more in-depth look at the tools and steps needed to create leadership programs that accelerate vertical growth. 5. Culture Change: How to Move an Organization. Learn how to work from both the top down and the bottom up to change how your organization does business and overcome the conflict between culture and strategy. When read together, these five papers should help you think about a new approach to developing leaders and give you a set of tools that are better suited to developing the leaders of the 21st century. 1
4 Stress is Everywhere People in workplaces are experiencing high levels of stress. Workloads are increasing with no end in sight. For the past two years, I have been categorizing and tallying the challenges identified by leaders who participate in the Center for Creative Leadership (CCL ) leadership development programs. Consistently, among the top two categories are issues related to stress and burnout. Leaders rarely discuss these issues at work because they can t see any obvious solutions, so they just keep slogging on until they don t. There is a brand-new approach to dealing with stress and building resilience that a few wise people have known about for a long time; it s time more people did. Here, I am going to introduce you to the research of Dr. Derek Roger, one of the world s leading researchers on stress and resilience, and try to convince you that there is no such thing as a stressful job or a stressful boss. Instead, all stress comes down to something called rumination. 1 Then I really want to show you that the key to enduring resilience is to learn to do something you probably haven t fully done for a very long time wake up. If you are ready for a new approach to dealing with the stress in your life, read on Center for Creative Leadership. All rights reserved.
5 The Root Cause of Your Stress When you ask most people about their stress, they tell you about all the stressful people and situations in their lives. But there is a problem with this approach. When I work with groups of people, I always encounter at least two people with the same boss, same job, same abilities. The only difference is, one person is completely stressed out while the other person is not. How is this possible? It s possible because the major factor that determines your stress levels is not what exists out there in the environment, but what is happening in here in your thinking. Your boss is not stressful; your reaction to him/ her is. To understand this, you first need to recognize the difference between pressure and stress. We talk about these things as if they are the same thing, but they re not. Pressure is the external demand in the environment. Everyone has pressure in their work and life: deadlines, projects, family demands. That is not stress. Stress is what people do with that pressure in their minds. Dr. Roger s 30 years of research pinpointed one factor above all others as being the key driver of a person s stress rumination. Rumination is the mental process of thinking over and over about something, which happened either in the past or could happen in the future, and attaching negative emotion to it. Ruminations about the future are associated with what if this happens? or what if that happens? Ruminations about the past replay, over and over, some awful experience you had and usually end with, if only I had... or I should have done... As you will soon see, people who ruminate a lot have chronically elevated levels of the hormones adrenaline and cortisol, meaning they are constantly overactivated and on edge. Nonruminators may have plenty of pressure in their lives, but they aren t stressed by it. The good news is that once you understand stress is something you create, then you also start to see it is not inevitable. You can learn to work in extremely high pressure situations and not feel stressed. In fact, you probably can recall times in your personal or professional life when you stayed calm and focused despite the high pressure of the situation. I want to show you how to accomplish this more often Center for Creative Leadership. All rights reserved. 3
6 Rumination Nation We have become a nation of ruminators. Twenty-four-hour news programs constantly regurgitate stories. We ruminate about all manner of things each day at work. What is so wrong with that? The answer is that rumination is detrimental to your health, disastrous for your productivity, and ruinous for your happiness. Otherwise, nothing is wrong with it. The word ruminate comes from the noun ruminant. This is the term used to describe cows who chew on their cud. First they swallow their food. Then they regurgitate it to chew over again before swallowing it anew. Six times, the cycle of rumination repeats itself. Get the idea? Let s look at health first. When we anxiously ruminate about an upcoming speech, our body responds as if the event is really happening and puts us into a state of fight or flight. Our hypothalamus sends the signal to pump out adrenaline, which increases our heart rate and sends blood pouring through our veins. This is a good thing if we are in genuine physical danger because it gives us the energy to fight or run away. But if you are simply sitting at your desk ruminating about an imaginary conversation with your coworker, it starts to get unhealthy. To illustrate, imagine the river at right is flooded Center for Creative Leadership. All rights reserved.
7 As the water hits the riverbank, it erodes the river walls. Now, substitute the word water for blood and riverbank for arteries in your heart. When you ruminate, the increased blood supply floods your arteries and crashes into the arterial walls of your heart. Luckily the arteries can repair this damage by creating a layer of plaque over the damaged walls. However, if people keep ruminating and allow no chance for recovery, the plaque gets thicker and thicker until eventually the artery becomes blocked. 2 The result could be a heart attack, which is clearly bad news. The second response during rumination is that cortisol is pumped out to restrict inflammation and release energy for physical fight or flight. The downside, however, is that in order to produce cortisol the body must put white blood cell production on hold, i.e. your immune system. The result is chronic ruminators are more likely to have suppressed immune functioning, and this makes them more likely to get sick. In addition to the negative health effects, ruminators tend to be less productive because they are not mentally present enough to actually get anything done. They spend much of their time trapped in endless rumination loops inside their head, and while they are busy replaying these stories in their head, what are they not doing? Work! There is no benefit to rumination. All it gives you is a short, miserable, unproductive life. If rumination were useful, we would run rumination courses. It doesn t work and it doesn t help. It s time to let it go Center for Creative Leadership. All rights reserved. 5
8 At this stage people often ask two questions: 1. Is planning for the future considered rumination? Planning for the future, or reviewing the past without negative emotion, is what we call reflection. It is a positive and important thing to do. If we didn t plan, we would not be able to function well or achieve very much. The key questions, though, are: Do you consciously plan and then come back into the present, or is your planning really a series of rumination loops, worrying about upcoming events? That is the difference between reflection and rumination. Visually you might look at your thinking like this: Reviewing (past) Regrets (past) REFLECTION + Positive - Negative RUMINATION Planning (future) Anxieties (future) To be effective you want to spend most of your time above the line, consciously doing some planning and reviewing, but then bringing your attention back to the present so you can live and work in a wakeful state. 2. Does good stress motivate you to perform? That is simply pressure. Some demand in your environment can help motivate you to perform. Just don t let that demand turn into rumination. Sports psychologists know that picturing the bad outcomes you don t want, such as striking out or missing the putt, puts you on a path to failure, not to peak performance. The same goes for leaders; be aware of the demands, but don t ruminate on them. So, Step 1 for reducing your stress and becoming more resilient is to recognize how much time you now spend ruminating about things that produce no useful outcomes. Once you realize this, you are ready for a new way of living and working. It s called wakefulness Center for Creative Leadership. All rights reserved.
9 Your Wake-Up Call Has this ever happened to you? You are driving along a straight road in the country. You remember leaving one town, and before you know it, you have arrived at the next town, but you can t remember how you got from one to the other. Where were you? Or when reading a book, you get to the end of the page but then realize that you can t remember anything you ve read in the last two pages? Once again, where were you? The simple answer is that you were daydreaming. You were off in your head thinking about some event in the past or future. We are all familiar with experiences like this because they happen to us every day. What we are less aware of is just how much of our day, or dare I say our lives, is spent in this semiconscious state. The truth is, you weren t just daydreaming; you were in a state of sleep. And it s not just that moment in the car when you were asleep; it is most of your life. In this state, waking sleep, people are neither fully awake nor fully asleep. The person is in the room with you but unaware of what is going on. They may be able to communicate with you, but they are flashing back to their daydreams continually (think of your drive in the country or the conversations you zone out of). Dr. Roger estimates that people spend as much as 70% of their daytime hours in this state. Why does this matter? Because this is the state in which all of your rumination, and therefore all of your stress, is generated. If all rumination and stress is created in the state of waking sleep, the first step in getting out of it is simple wake up! 2014 Center for Creative Leadership. All rights reserved. 7
10 The Four Steps to Building Resilience There are only four steps required to become less stressed and more resilient: 1. Wake up (and stay awake) 2. Control your attention 3. Detach 4. Let go The four steps are simple to understand but take work to enact. They take practice but soon start to pay off in unexpected ways. The steps have been tested in workplaces using controlled trials and shown to decrease stress and increase resilience. For many people, myself included, the steps start off as a way to decrease stress but lead to a better, more mindful way to live. Whatever it is for you, I hope these words spark some sense of recognition within you to wake up. The key to making wakeful attention your way of being is realizing that the four steps are a skill. Repetition is key. As you repeat these steps over and over, your brain creates a new neural pathway a new habit. 3 Soon you don t have to consciously do this. It starts to become your way of being Center for Creative Leadership. All rights reserved.
11 1. Wake up (and stay awake) The first step is very simple wake up. Be present. Be aware of where you are and what you are doing right now. Stop dreaming so much about the past and the future. Wake up to the only moment you have ever been in now. To do this, you simply need to come to your senses. Begin by giving yourself permission to slow down for 30 seconds (and perhaps notice your thinking mind s resistance to this idea). Listen to the sounds that are in your environment right now. Hear the sounds that are close to you and the quieter ones in the background. Next, pay attention to the sensations under the soles of your feet. Feel the temperature on your face. Finally, see the shapes and colors of the objects in front of you: the screen, the keyboard, the paper. As you do this, notice that you can only connect to your senses when you are in the present. When you do this with 100% attention, you are wide awake. Your ability to be present also matters greatly to your performance. Athletes, surgeons, or artists all talk about a state of mind they enter when they are at their best. They talk about how time slows down; they are completely present to the task and their mind stops wandering. Everything just seems to happen naturally and many report that they are simply watching themselves do the task. Psychologists call it the zone or a state of flow. 4 These high performers find it hard to explain, but they know exactly how it feels. If you have experienced it, then you also know how it feels. It feels like being wide awake. The only moment you have ever been in is the present moment. You have never been in the past moment, and you will never be in the future moment; you have only ever been in the present. Twenty years ago you were in the present, and in 15 years time you will be in the present. You cannot get out of the present moment even if you try. You can think about the future, but that s all you can do. Consider for a moment if you have ever been outside of the present moment. I was already on pole, [... ] and I just kept going. Suddenly I was nearly two seconds faster than anybody else, including my teammate with the same car. And suddenly I realized that I was no longer driving the car consciously. I was driving it by a kind of instinct, only I was in a different dimension. It was like I was in a tunnel. Formula One driver, Ayrton Senna Center for Creative Leadership. All rights reserved. 9
12 2. Control your attention As little control as we have over our level of wakefulness, most of us have even less control over our attention. Wide Awake Attention Picture you are having a conversation with someone who mentions an upcoming medical exam. Exam, you think. Gee, I really hope I don t fail my math exam next week... Man, this exam is going to be a disaster because... In order to build resilience you need to wake up and take back control of your attention. Charismatic leaders understand the power of attention. Bill Clinton is famous for his ability to deeply connect with people within seconds due to his determination to give them his full, undivided attention. He is said to have the ability to make each person feel like he/she is the only person in the room. 6 The key to controlling your attention is to practice consciously putting your attention where you want it to be and holding it there. Once you notice that ruminating thoughts are snatching it away, simply acknowledge that your mind has wandered, e.g. thinking about tomorrow s meeting. Then bring your mind back to the present moment. Practice this again and again. Don t get discouraged or frustrated with yourself. Training your mind takes time. First, practice on simple tasks like preparing your breakfast or cleaning your car. Then practice in higher-pressure situations, such as giving a speech or having a tense conversation with your boss or a colleague. Waking Sleep Keep your attention directed in the present on what your senses can see, hear, or feel. Later, compare how much that experience differs from what you get with your waking sleep state of mind Center for Creative Leadership. All rights reserved.
13 3. Detach Detachment is the ability to get appropriate distance from the situations you are facing. In my experience, people who score highest on detachment do two things extremely well. First, they maintain perspective. They don t turn molehills into mountains, meaning they don t let situations overwhelm them. An outstanding leader for whom I once worked, responded to a lost sale by saying, Oh well, we did our best. I ll never forget this because he was the owner of the company! Secondly, they only focus on what they can control. Ruminators spend much of their time focusing on things over which they have no control. Detached people seem universally to focus their time on issues they can actually influence. When I ask them about this, they almost all say, Why worry about things that I can t control? (Like we all say, but they actually live it!) Resilient people are very clear about the difference between care and worry. They see caring as essential to high performance and worry as a waste of time. Can you see the difference? 4. Let go At the core of why we continue to ruminate about things long after they have happened is that we refuse to let go. The leaders who are best at letting go are those who ask themselves a simple question: Will continuing to focus on this help me, my people, or my organization? If the answer is no, they let it go. A classic example of letting go is Nelson Mandela, who when asked why he was not angrier about spending half his life in jail replied, If I thought it would be useful, I would be. 7 Too often we become fixated on things that don t really help us. Consider the metaphor of how to catch a monkey in the forest. First, you build a small cage and put some peanuts in the middle of it. Then you create a hole that is big enough for a monkey to put its hand through but small enough that once it takes a peanut and makes a fist, it cannot pull its hand out. As the monkey struggles with the peanut, you run up and capture it. Had the monkey looked around, it would have seen the forest is full of food. Yet it gave up its whole life for a peanut. Most of the stuff we spend our lives ruminating about is just peanuts. It s almost never about life and death issues. Don t give up your life for peanuts. Decide to let it go Center for Creative Leadership. All rights reserved. 11
14 Three Actions to Increase Your Resilience Next, I want to offer actions you can take to start building this approach into a new mental habit. Each action is short, practical, and builds on the others. Experiment with all three and identify the actions that you find most helpful. 1. Look from the Loft This action will help you pull all of the ideas from this paper together under one roof. The house below offers a visual metaphor for how to bring all four resilience steps together in one place: Wake Up, Control your Attention, Detach, and Let Go. 8 Imagine that the house is your mind and the flood water outside is all the pressures, thoughts, and emotions you face each day Center for Creative Leadership. All rights reserved.
15 You have three options for how to respond. Denial: Try to hold the front door shut and pretend none of those thoughts or feelings exists. Eventually the door will blow open and you will be swept away. Rumination: Open the door, jump into the water, and start swimming in the thoughts and feelings. This will leave you frantic, exhausted, and overwhelmed. Letting Go: Notice that as well as a front door, there is also a back door and a loft. Open the front and back doors so thoughts and stories can flow through; then go up to the loft. From there, you stay detached and observe the thoughts and feelings as they pass through. Don t get down and get tangled up with them, and don t try to hold them out. Simply let them come and let them go. When you take this approach, you are applying all four steps at once. When you practice this, you may start to notice that you feel more grounded and present. You might still face the same challenges as before, but you start to look at them in a new, more detached way. Furthermore, you may discover that some of what you saw as your biggest problems aren t really problems at all. They are, in the end, just your thoughts Center for Creative Leadership. All rights reserved. 13
16 2. Find Your Flow Activity A powerful way to become more wakeful and present is to identify and engage in activities that bring you into a state of flow. Flow activities help you become very focused on the present moment, absorb yourself in the task, and lose track of time. Choosing activities that bring you into this state is a powerful way to deepen and broaden your attention in the present. As you experience more time in this state, it becomes easier for you transfer it to other activities or other areas of your life. Because people s personalities and dispositions are so different, it is important to find activities that are uniquely absorbing for you. I have asked leadership training participants over several years about activities that get them into this state. Here are some of the more common ones: Cooking PAINTING MOTORCYCLING PLAYING A MUSICAL INSTRUMENT Gardening Building DOWNHILL MOUNTAIN BIKING Writing SPORTS (anything) Long-distance Running To identify your own flow activities, look back at times when you have been at your most absorbed or most attentive. What activities most quickly got you into that state? Start to plan your week in a way that you can engage in that activity more frequently and deeply. The more you give yourself the chance to get into a state of flow, the more you will find that state carries over into different parts of your life Center for Creative Leadership. All rights reserved.
17 3. Meditation Of all the activities that you can try to increase your level of resilience, meditation is perhaps the most powerful. This is because it is a focused practice of the four steps. There are two main types of meditation that are particularly impactful when it comes to resilience and staying present: Single-pointed: This type of meditation involves focusing the mind on a single word, phrase, or the breath. This is very powerful for improving control of your attention (Step 2) and letting go (Step 4). Mindfulness Meditation: In this form, you simply close your eyes and observe whatever thoughts, feelings, or sensations come into your awareness. Regardless of what enters your mind, you simply stay present, stay detached, and let it go. You will notice that your thoughts are very enticing, and you will want to start engaging with them and following the stories that enter your mind. But by coming back to the present and controlling your attention, you will build the mental muscles to stay strong and resilient in more and more situations Center for Creative Leadership. All rights reserved. 15
18 Concluding Thoughts A Personal Note One question that always comes up when teaching people about rumination is Well, what if you get cancer? How can you not ruminate about dying! Dr. Roger s perspective is pretty clear on this the four steps are designed to deal with everyday ordinary stress. They are not the solution to traumas. For traumatic experiences like the death of someone close to you, or a serious accident, counseling and other methods may be needed. I would, however, like to add a personal note since a CCL colleague recently asked me the what if you get cancer? question. I personally have had plenty of chance to think about this, so I will share with you what I shared with him. I did get cancer. In my 20s, doctors found that I had cancer all through my abdomen. I had surgery to remove it and within months I physically recovered. Mentally and emotionally, however, my response was complete denial. I shut the door of the house on any thoughts or feelings about my situation and tried to resume life as normal. One year later, the tumors came back, this time in my liver. The situation was overwhelming. The door to my house blew open and I was swept away. Every day I ruminated about what I was facing and what was going to happen to me. It was about this time that I met Derek Roger. I learned about rumination, waking sleep, the four steps, and started practicing them. I couldn t say the rumination stopped, but I was able to calm down a little and gained more perspective and distance from the thoughts in my head. It wasn t a cure, but it certainly helped. Over the next few years the tumors came and went at different intervals, and I continued to practice the four steps in all areas of my life. Then one day I realized that I had spent the full previous day without thinking about cancer once. After having it dominate my thoughts and existence for so long, it felt like a miracle. How could I be facing my own death, yet not even think about it? As time progressed it became less and less an issue to the present point, where it is something I am fully aware of in my body, but not something I ever ruminate about. When I do ruminate, it is about far more minuscule things that I ve blown out of proportion. Whether you choose to apply this method as a way to reduce your stress at work or as a lens to apply to your whole life is up to you. I chose the latter. And for me, that choice made all the difference Center for Creative Leadership. All rights reserved.
19 Appendices For organizations interested in helping groups of people increase their resilience, CCL has workshops and keynote speeches that show people how to apply the four steps in both work and life. As part of the process, participants receive their resilience psychometric profile, which shows them how resilient they currently are and where they could focus to improve. The profile is based on Dr. Roger s research over the past 30 years. Eight scales determine your resilience, with each scale taking between six and seven years to develop. Some 12,000 people were used for validation and the results have been published in 120 papers. To learn more about the assessment and for further resources on resilience, go online to and Endnotes 1 Roger, D. (1997). Managing stress: The challenge of change. Maidenhead: Chartered Institute of Marketing. 2 Thomsen, D. K., Mehlsen, M. Y., Hokland, M., Viidik, A., Olesen, F., Avlund, K., Zachariae, R. (2004). Negative thoughts and health: Associations among rumination, immunity, and health care utilization in a young and elderly sample. Psychosomatic Medicine, Vol. 66: Duhigg, C. The power of habit: Why we do what we do in life and business. New York: Random House, Csikszentmihalyi, M. Flow: The psychology of optimal experience. New York: Harper & Row, Gorman, J. (June 11, 2013). Why was LeBron James so good last night? Rant Sports, Web. 6 Cabane, O. F. (2012). The charisma myth: How anyone can master the art and science of personal magnetism. New York: Portfolio/ Penguin. 7 Dowd, M. (June 1, 2013). She s getting her boots dirty. New York Times. Web. 8 Roger, D. (1997). Managing stress: The challenge of change. Maidenhead: Chartered Institute of Marketing. About the Author Nick Petrie is a senior faculty member at the Center for Creative Leadership s Colorado Springs, CO campus, where he facilitates customized programs for senior-level executives and writes extensively about future trends in leadership development. His current focus is working with CEOs and their teams to transform organizational cultures. A New Zealander with significant international experience, Nick has worked and lived in Asia, Europe, Britain, Scandinavia, and the Middle East. Industries in which he has worked include government, law, accounting, engineering, construction, and telecommunications. He holds a master s degree from Harvard University in learning and teaching. He also holds undergraduate degrees from New Zealand s Otago University Center for Creative Leadership. All rights reserved. 17
20 The Center for Creative Leadership (CCL ) is a top-ranked, global provider of leadership development. By leveraging the power of leadership to drive results that matter most to clients, CCL transforms individual leaders, teams, organizations and society. Our array of cutting-edge solutions is steeped in extensive research and experience gained from working with hundreds of thousands of leaders at all levels. Ranked among the world s Top 5 providers of executive education by the Financial Times and in the Top 10 by Bloomberg BusinessWeek, CCL has offices in Greensboro, NC; Colorado Springs, CO; San Diego, CA; Brussels, Belgium; Moscow, Russia; Addis Ababa, Ethiopia; Johannesburg, South Africa; Singapore; Gurgaon, India; and Shanghai, China. CCL - Americas (U.S. or Canada) (Worldwide) Greensboro, North Carolina Colorado Springs, Colorado San Diego, California CCL - Europe, Middle East, Africa Brussels, Belgium +32 (0) Addis Ababa, Ethiopia Johannesburg, South Africa +27 (11) Moscow, Russia CCL - Asia Pacific Singapore Gurgaon, India Shanghai, China Affiliate Locations: Seattle, Washington Seoul, Korea College Park, Maryland Ottawa, Ontario, Canada Ft. Belvoir, Virginia Kettering, Ohio Huntsville, Alabama San Diego, California St. Petersburg, Florida Peoria, Illinois Omaha, Nebraska Minato-ku, Tokyo, Japan Mt. Eliza, Victoria, Australia Center for Creative Leadership and CCL are registered trademarks owned by the Center for Creative Leadership Center for Creative Leadership. All rights reserved. 9.13/3.14
STORY OF IMPACT N.C. State University s Caldwell Fellows Program 40 Years of CCL Impact Sector: Higher Education In 1972, the Smith Richardson Foundation had a vision: Provide leadership development training
STORY OF IMPACT Robert Wood Johnson Foundation Ladder to Leadership: Developing the Next Generation of Community Healthcare Leaders Sector: Community Healthcare The Challenge Management expert Peter Drucker
WHITE PAPER Innovation How Leadership Makes the Difference By: David Magellan Horth and Jonathan Vehar Contents Introduction 1 Innovation Efforts Fall Short 2 3 Foundations of Leading Innovation 3 5 Recommended
STORY OF IMPACT The Kentucky Leadership Institute for School Principals Businesses Changing the Face of Education Sector: Education The Challenge The Kentucky Chamber Foundation and the state s business
WHITE PAPER Building the Case for Executive Coaching By: Sarah Stawiski, 1 Maggie Sass, and Rosa Grunhaus Belzer Contents Investing in Results 1 CCL Coaching Effectiveness Research 4 Endnotes and References
WHITE PAPER Network-Savvy Executives Five Advantages for Leaders in a Networked World By: Charles J. Palus, Vered Asif, and Kristin Cullen Contents Introduction 1 The Network Advantage 2 Network Know-How:
AN IMPACT STORY Bronx, NY and Fairfax County, VA Schools Two very different school districts One shared leadership challenge By: Sarah Stawiski, William A. Gentry, Laura Santana and David Dinwoodie Revised
WHITE PAPER Making Leadership Happen By: Cynthia McCauley The ideas expressed in this paper represent the collective work of many colleagues at the Center for Creative Leadership. Contents A Whole System
WHITE PAPER Navigating Innovation Roadblocks Key Differences between Innovative And Non-Innovative Organizations By: Cathleen Clerkin and Kristin Cullen-Lester Contents Introduction 1 The Struggle to Innovate
WHITE PAPER Exploring Shared Value Use Inter-organizational Networks as a Strategy for Business Success and Positive Societal Impact By: Vered Asif and Chuck Palus Contents Introduction 1 Step 1 Identify
WHITE PAPER A Leadership Gap Analysis for Chinese Leaders From a 360-Degree Survey By: Sophia Zhao and William A. Gentry Contents Executive Summary 1 Introduction 2 Key Questions 4 Key Findings 5 Prioritizing
WHITE PAPER Vertical Leadership Development Part 1 Developing Leaders for a Complex World By: Nick Petrie Contents Overview 1 The Beginning 2 Four Reasons Many Leadership Programs Don t Work 4 In a VUCA
STORY OF IMPACT The American Express Nonprofit Leadership Academy Developing a New Generation of Leaders to Bridge a Talent Gap Sector: Financial Services Not-for-profit organizations need to have more
WHITE PAPER Blended Learning for Leadership The CCL Approach By: Ron Rabin Contents Executive Summary 1 The Learning Challenge 2 Redefining the Blend 3 The Learning Challenge 4 Additional Resources 8 About
Moving on If you re still reading this, congratulations, you re likely to be in the minority of traders who act based on facts, not emotions. Countless others would have simply denied the facts, and moved
WHITE PAPER High-potential Talent A View from Inside the Leadership Pipeline By: Michael Campbell and Roland Smith Contents Executive Summary 2 Background 4 Who is a High potential? 5 An Organizational
Leadership Program for Core Development Leaders of Managers Leadership Development Program (LDP) esults that matter sustained impact for you, your business ct for you, your business that matter sustained
Session No. 515 New Perspectives on Accident/Incident Investigation Larry Wilson Belleville, Ontario Canada Introduction Most accident/incident investigations tend to look at the injury or incident from
New Beginnings: Managing the Emotional Impact of Diabetes Module 1 ALEXIS (AW): Welcome to New Beginnings: Managing the Emotional Impact of Diabetes. MICHELLE (MOG): And I m Dr. Michelle Owens-Gary. AW:
Financial Freedom: Three Steps to Creating and Enjoying the Wealth You Deserve What does financial freedom mean to you? Does it mean freedom from having to work, yet still being able to enjoy life without
Clinical Trials Clinical Trials This brochure is for people making decisions about cancer treatment. You may be thinking about a clinical trial for you or your child but need to know more before you decide.
I M NOT AN ADDICT How could I be an addict? My life is great. I live in a very good area of Los Angeles, drive a nice sports car, have a good job, pay all my bills, and have a wonderful family. This is
THE STATESMAN Volume 8 Issue 12 December 2005 Happy Holidays! From George Wythe College On Campus Seminars: Dec 16-17 Mar 4-5 Mar 7-8 May 2-27 May 30-31 July 15-16 Roots of America How to Read a Book A
Time Management & Stress Reduction What is stress? Stress is your body s reaction to the things which you perceive as pressures. Stress occurs when you feel that you cannot cope with those pressures. Our
Specialized Audience Leadership Program Mid- to Executive-Level HR Leaders Coaching for Human Resource Professionals Open More Doors Coaching is fast becoming a routine part of talent development and organizations
Going Way Beyond Positive Thinking By Andy Shaw If you have previously spent virtually any time at all in the personal growth area then it is almost certain that you cannot have avoided at least some work
p T h e L a s t L e a f IN A SMALL PART OF THE CITY WEST OF Washington Square, the streets have gone wild. They turn in different directions. They are broken into small pieces called places. One street
WHITE PAPER Analytics for Change How Networks and Data Science Will Revolutionize Organizational Change By: Kristin Cullen-Lester and Phil Willburn Contents Organizational Change, Meet Data Science 1 3
Stay Healthy By Not Smoking Stay Healthy By Not Smoking ENGLISH ENGLISH This edition printed 2009 Published by Books of Hope LLC Sound element design and engineering copyright cc Books of Hope Visit our
How to Study Mathematics Written by Paul Dawkins Before I get into the tips for how to study math let me first say that everyone studies differently and there is no one right way to study for a math class.
WHITE PAPER Learning Leadership in the Military Key Developmental Events and Lessons from Senior Officers By: Ellen Van Velsor, Corey Criswell, Katie Puryear, and Neil Hollenbeck Contents Executive Summary
A GUIDE TO HYPNOSIS AND IT S EVERYDAY USES! By Rich Alexander CONTENTS INTRODUCTION What Is Hypnosis? Hypnotic Myths Can I Be Hypnotized? How It Feels To Be Hypnotized How Does Hypnosis Work? How Hypnosis
Connectedness and the Emotional Bank Account Directions This is a self-guided activity that can be completed by parents, teens or both. It contains five parts and should take about 45 minutes to complete.
Page 1 Table of Content The Psychic Lotto Formula Jackpot to Success System... 4 Part 1 Channeling the Power of Your Mind to Success... 6 Part 2 Visualization... 12 Part 3 Integrating Luck and Making it
Hello and welcome to the vocabulary lesson for the conversation Drunk Driving. In this conversation, Joe and I are just talking about different friends or different people that we ve known that have gotten
U N I V E R S I T Y C A R E E R S E R V I C E S PREPARING FOR THE INTERVIEW THE INTERVIEW The interview is an opportunity to demonstrate to an employer why you are the best fit for the position. Essentially,
Activity 3: Observe Psychological First Aid In this activity you have the opportunity to hear a conversation between a survivor of bomb blast and a Red Cross behavioral health volunteer. This role play
WHITE PAPER Expanding the Leadership Equation Developing Next-Generation Leaders By: Ellen Van Velsor and Joel Wright WHEN should leadership development START? Contents Introduction 1 Leaders Perspectives
Joel and the storm A story for children who have experienced trauma Hi, my name is Joel. I am 9 years old. I want to tell you what happened to me when a really bad storm went through my town eight months
7 Secrets To Websites That Sell By Alex Nelson Website Secret #1 Create a Direct Response Website Did you know there are two different types of websites? It s true. There are branding websites and there
ISI Debtor Testimonials April 2015 ISI Tackling problem debt together The following are the words of debtors who have availed of the ISI s debt solutions and are real cases. They have reviewed and agreed
Seven Things You Must Know Before Hiring a Real Estate Agent Seven Things To Know Before Hiring a Real Estate Agent Copyright All Rights Reserved 1 Introduction Selling a home can be one of the most stressful
WHITE PAPER Executive Integration Equipping Transitioning Leaders for Success By: Douglas Riddle Contents Executive Integration 1 Elements of a Focused Leader Integration Program 4 Focus Learning and Action
QuickView Leadership Series Helping you navigate the leadership landscape World Leadership Survey Biannual Report on Employee Commitment and Engagement 2013 2014 By: Jennifer J. Deal, Kristin Cullen, Sarah
GET IT IN WRITING. Don t just talk about safe driving; set your family s own driving rules and get your teen to agree to them in writing through a Parent-Teen Driving Agreement. Put a copy of your agreement
rd 3 5 July 11-12, 2015 Moses Exodus 2-4; Jeremiah 29:11 God has a plan for us. th Connect Time (20 minutes): Five minutes after the service begins, split kids into groups and begin their activity. Remember
Caring for depression Aetna Health Connections SM Disease Management Program Get information. Get help. Get better. 21.05.300.1 B (6/08) Get back to being you How this guide can help you Having an ongoing
WHITE PAPER Women and Political Savvy How to Build and Embrace a Fundamental Leadership Skill By: Jean Brittain Leslie and William A. (Bill) Gentry Contents Introduction 1 Politics: Good, Bad, or Neutral?
Less Stress, More Joy Judith A. Sedgeman, EdD, Adjunct Professor, West Virginia University School of Medicine and Sarah S. Quesen, MPH, Lecturer, West Virginia University Where does stress come from? Example
USVH Disease of the Week #1: Posttraumatic Stress Disorder (PTSD) Effects of Traumatic Experiences A National Center for PTSD Fact Sheet By: Eve B. Carlson, Ph.D. and Josef Ruzek, Ph.D. When people find
INTRODUCTION The Seven Rules of Highly Worried People WORRYING IS SECOND NATURE to you, but imagine that someone who has been raised in the jungle and knows nothing about conventional modern life approached
A Learning Paths Whitepaper Rapid Onboarding 3 Keys to Success The Importance of Rapid Onboarding How soon would you be confident assigning a new employee to work with your most valued customer? When do
The complete guide to becoming a mortgage advisor Mortgage advisors help people with one of the biggest purchases of their lives, helping them to secure a mortage to buy or re-mortgage property. If you
Sample Process Recording - First Year MSW Student Agency: Surgical Floor, City Hospital Client System: Harold Harper, age 68, retired widower Date: November 18, 20xx Presenting Issues: Cardiologist observed
Elder Graduation Speech Man, it feels good to be back! And if I remember correctly, it feels real good to be done, doesn t it?! First and foremost, I d like to thank Tom Otten, Chuck Knepfle, and all the
Seven Things You Must Know Before Hiring a Real Estate Agent 1 Introduction Selling a home can be one of the most stressful situations of your life. Whether you re upsizing, downsizing, moving across the
Chapter 2 My Early Days Trading Forex I want to talk about my early days as a Forex trader because I m hoping that my story will be something you can relate to. So it doesn t really matter if you are brand
Breathlessness and anxiety Being anxious can make breathlessness feel worse Not being able to catch your breath can be very frightening Learning to relax and slow down can help to build your confidence
15 Toughest Interview Questions and Answers! Reference: WomenCo. Lifestyle Digest, firstname.lastname@example.org 1. Why do you want to work in this industry? I love to shop. Even as a kid, I spent hours flipping
WHITE PAPER The Leadership Challenge in the Pharmaceutical Sector What Critical Capabilities are Missing in Leadership Talent and How Can They be Developed? By: Jean Brittain Leslie and Kim Palmisano Contents
What Lawyers Don t Tell You The Realities of Record Keeping Welcome to the Power of Attorney Podcast which is part of our Conversations that Matter Podcasts. My name is Mary Bart, Chair of Caregiving Matters.
Scripts for Recruiters Companion Script Guide for The New Recruiters Tool Kit www.greatrecruitertraining.com Copyright 2010 Scott Love 1 How to Use This Guide Use this companion script guide while watching
WHITE PAPER Learning About Learning Agility By: Adam Mitchinson and Robert Morris Contents Introduction 1 What is Learning Agility? 2 Exploring the Learning Agility Assessment Inventory 3 Learning Agility
A White Paper Blended Learning for Leadership: The CCL Approach By: Ron Rabin, Ph.D. Issued May 2013 Executive Summary Blended Learning is often defined as a mix of classroom and virtual training events.
Hypnotic Gastric Band Paul McKenna Hypnotic Gastric Band The Amazing Truth About A Hypnotic Gastric Band A Gastric Band is a radical, surgical operation that reduces the available space in your stomach
Living with dying Patients and carers experiences of living with lung cancer Dr Donna Fitzsimons, Lesley Rutherford & Jill McAuley Study Aims To explore the experiences of patients living with lung cancer.
Mindfulness & Reconnecting to the Body Carly Maletich, MA RESEARCH PROJECT COORDINADOR Dept. of Medical Social Sciences Northwestern University Feinberg School of Medicine Research Application Mindfulness
Dialog: VIP LESSON 049 - Future of Business A: We really embarrassed ourselves last night at that business function. B: What are you talking about? A: We didn't even have business cards to hand out. We
Returning to Work is a Lot of Work Back in Motion Rehab Inc. January 2014 Returning to Work is a Lot of Work! There are a lot of reasons people have to take time off work. Sometimes people experience injuries
For Immediate Release For a review copy of the book or an interview with John Vento, please contact Dottie DeHart, DeHart & Company Public Relations, at (828) 325-4966 or Dottie@dehartandcompany.com Not
3 Most Powerful Tools for Self-Development # 1. Subliminal Messages In 1974, the US government has banned the usage of subliminal messages over television and radio. It was apparently reported that the
Time Management Strategies for Busy TAs (Full Article) Graduate education provides students with the opportunity to develop and hone a host of essential scholarly skills. However, graduate students receive
* * * S P E C I A L R E P O R T * * * THREE BIG NURSING SCHOOL MISTAKES YOU MIGHT BE MAKING (AND WHAT YOU CAN DO ABOUT IT!) www.yournursingtutor.com Table of Contents About Nicole Whitworth! ii BIG Mistake
and Washington Hope, Help & Healing A guide to helping someone who might have a drug or alcohol problem www.drugfree.org 1-800-562-1240 YOU ARE NOT ALONE Are you worried that someone you care about has
Hope, Help & Healing A guide to helping someone who might have a drug or alcohol problem www.warecoveryhelpline.org 1-866-789-1511 Are you worried that someone you care about has a drug or alcohol problem?
Are you feeling... Tired, Sad, Angry, Irritable, Hopeless? I feel tired and achy all the time. I can t concentrate and my body just doesn t feel right. Ray B. I don t want to get out of bed in the morning
First 100 Instant Words the had out than of by many first and words then water a but them been to not these called in what so who is all some oil you were her sit that we would now it when make find he
Pain and the Brain Your brain is a very powerful tool. How you think about your experience can make the difference between not coping and coping, between enduring life and enjoying life. Sometimes people
E N O, B O U L A Y, M A R T I N & D O N A H U E, L L P SPECIAL SMALL BUSINESS TAX REPORT Inside this Special Report Small Business Owners: How You Can-and Must-Protect Your Business From The IRS If You
This is Chrissi s fight through surgery, coming in instalments from her husband. On Sun, Jan 8 Yesterday we received the results of a biopsy that was done on Chrissi and the diagnosis was mesothelioma.
WHITE PAPER - News and Insight for Learning, Development and HR Leaders What Makes a Leader Effective? U.S. Boomers, Xers, and Millennials Weigh In By Jennifer J. Deal, Sarah Stawiski, William A. Gentry,
This brochure suggests some strategies for helping someone you know who is living with a terminal condition. Finding out that someone you know a relative, acquaintance, workmate, or friend - is going to
Why Your Job Search Isn t Working 6 mistakes you re probably making and how to fix them I t s easy to think that your lack of success in finding a new job has nothing to do with you. After all, this is