How can you help an executive leader manage stress during organizational change?

In my experience, i have discovered that stress is a continuous feeling of helplessness due to lack of skill or will many times. This feeling compounds to fragile thinking, lack of clarity in decision making process impacting outcomes. Once the root cause for stress is identified, (is it a one off situation or an ongoing series of events causing stress), a sharper solution can be suggested. Awareness of the cause by itself is half the battle won both for the coach and the coachee

The first thing is to develop self awareness. How is my breathing? Shallow, irregular, sometimes even stopped? Is my neck loose, flexible or tight. What about my shoulder muscles, back ache, head ache? When did I take a mini-break to have some water and look out into nature? (Readapting our eyes to looking far/close for relaxing eye muscles) etc. Start with mini-steps so you can build up useful habits without effort.

Whilst I don’t disagree with assessing how they are experiencing and managing the stress I’d be new to explore first what is causing the stress. Is it related to the organisational change itself? If so, what component? Is it the people impacts, the workload, the deadline etc.? Or is it something outside of the change but is manifesting in the work? Does stress in other circumstances or is it a one-off? Understanding the root cause can then in turn help shape assessment on how it’s showing up and subsequent coping strategies

Stress at the top level arises on two counts. First, you have started doubting your abilities which helped you to reach where you are today. This could happen for you have reached your level of incompetence. Or you started developing cold feet for fear of failure. Second, you have started depending on others for taking decisions. You may seek advice, but the final call is yours alone. None of your advisors have the perspective you have. They are not looking at the world from your paradigm. Either way, seek advice from your peers and friends outside your organisation. Talk to them, listen to their advice with open mind for getting different perspectives. Final decision is with you. Note: Solutions lie withing.

While many a psychometric are available to measure the stress quotient of your team members, the best way to assess the skill of a swimmer is to through them in an ocean full of currents. Needless to say, life boats and life coaches need to be at disposal to create psychological safety but not as clutches to secure failed swimmers.

Keeping the end goal in mind is crucial for leaders during times of change. It helps maintain focus, provides motivation, and offers a sense of purpose. Reminding leaders of the ultimate objective can serve as a guiding light through the challenges and uncertainties of change, enabling them to make decisions that align with the desired outcomes.

It is important to acknowledge that stress can be a normal reaction to change. Create a safe space for Executive Leaders to express their concerns and worries. Remind Executive Leaders of the benefits and end goal, and be transparent about when there are likely to be challenging times on the journey. Take a personalised approach, and tailor the support and interventions based on analysis of how they respond to change and what motivates them.

From my experience the following will help and are some quick wins that can be applied in any situation and with different budgets: - participate at Coaching session with a certified Coach - have an exchange with a pear that went from the same experience - meeting with the promoters of the change - stress relief practices with the executive team

Identify the core values and preferences of your client. Tailor stress coping strategies that resonate with these characteristics. For instance, Inquiring individuals may benefit from exploring new approaches, while Organized types thrive with structured plans. Authentic personalities find solace in open communication, and Resourceful individuals excel in collaborative problem-solving. Personalizing this stress management approach based on these traits enhances your ability to navigate organizational change effectively. (I use the Personality Dimensions? framework. You might want to use a different system, but the principle remains to understand the client's preferences and tailor the approach to them and their specific situation)

One strategy that is less explored but holds tremendous value for coping strategy is leaning in to your signature strengths to manage stress during change. Consider the Gallup findings and recommendations. In a Gallup research on strategies employees turn to when they begin to feel burnout or stress at work, Gallup found that the answer may depend on their strengths. For example, I have Influencing as my dominant theme and I naturally turn to coping strategies that allow me to make an impact on others or the future. It is true that I am more likely than others to spend more time with my family or friends outside of work or think about how my work contributes to my future goals.

There is a distinction between stress and pressure. If stress is how your body reacts to external stimulus when you feel threatened, pressure is felt instead when you can control some aspect of the process. People generally handle pressure better than stress. Hence, look for something in the process you can either control or influence. That might “buy” you enough space to get you out of your sympathetic system into your parasympathetic system for you to access your executive functions so that you can move one step ahead. All the best!

This empowers people to own their stress management journey. Models like GROW are brilliant for setting achievable goals & exploring practical options and supports my belief in the power of taking small steps towards positive change. Cognitive Behavioral Coaching and Rational Emotive Behavior Coaching are also invaluable and fit to my philosophy of challenging limiting beliefs & reframing negative thoughts, which are often at the heart of stress. Using Appreciative Inquiry & Positive Psychology is also a winning strategy. It focuses on what already works well. Playing to strengths and cultivating positive emotions builds resilience and takes charge of your well-being with a positive, proactive mindset towards stress management.

When helping executives during organizational changes, providing support and feedback is critical. This means regularly checking in with them, not just about work tasks but also about how they are handling the changes emotionally and mentally. Offer a listening ear and acknowledge the challenges they are facing. Feedback should be constructive and focused on helping them adapt to changes. Celebrating small wins and progress is important, as this boosts morale and helps them see the positive aspects of the change. Remember, the goal is to help them feel supported and understood while guiding them towards effective adaptation to the new environment.

This empowers people to own their stress management journey. Models like GROW are brilliant for setting achievable goals & exploring practical options and supports my belief in the power of taking small steps towards positive change. Cognitive Behavioral Coaching and Rational Emotive Behavior Coaching are also invaluable and fit to my philosophy of challenging limiting beliefs & reframing negative thoughts, which are often at the heart of stress. Using Appreciative Inquiry & Positive Psychology is also a winning strategy. It focuses on what already works well. Playing to strengths and cultivating positive emotions builds resilience and takes charge of your well-being with a positive, proactive mindset towards stress management.

8 Steps to Manage Stress 1. Give Yourself Permission. Embrace & experience the feeling of fear. 2. Breathe! When we feel stress, it affects our breathing pattern. To reset this, take 5 minutes & 10-20 deep breaths. 3. Learn. Make fear your ally & teacher vs. nemesis or a weakness. 4. Label the Fear. “What am I afraid of?” 5. It’s Not Real. It’s based on a negative future outcome that hasn’t happened yet. 6. Take Control. Focus to what you want to create vs. avoid. 7. Take Action. What steps & processes will achieve the results you want? 8. Be Present. Redirect your thoughts to the present moment vs. a negative, future expectation. You can’t be present if your experiencing fear & you can’t experience fear if you’re in the present!

The stress is a reflection of not taking care of our physical and mental health. Mobile phones need a charger. We do not forget to charge our mobiles. We know if we do not charge, the mobile will not work. We give so much importance for that device. Like a smart mobile phone, we are also a smart device generated by the devine nature. If we do not charge ourselves, we get into stress. Thus, stress management therapies should be incorporated across all levels & functions. Some quick tips are Taking a small walk when we are stressed Dump the issue to a trusted friend Taking a small break 1 or 2 hrs away from laptop or mobile (sleep not included here) Yoga, walking, Gym on regular consistent basis Healthy food & good sleep etc

Eine einfache Vorgehensweise ist, dass man sich selbst so behandelt, wie man seine eigenen Kinder behandeln würde. Man stellt sich also die Frage, ob man das, was man sich selbst zumutet (Ern?hrung, Zigaretten, Alkohol, Stress, Arbeit,…) auch seinem eigenen Kind zumuten würde. Falls nicht, l?uft etwas schief und man sollte mit einem Coach darüber sprechen. Unsere Strategie liegt im Erkennen der Ursachen und der L?sung über Selbsthypnose, da diese ein extrem wirkungsvolles Werkzeug ist, das Menschen für sich selbst in sehr kurzer Zeit nutzen k?nnen. Und Zeit ist unser wertvollstes Gut.

3 simple steps: a. Help them assess how the change may impact them (here is where the unsaid fears lie hidden) b. Help them identify their inherent strengths and how they can leverage these to address the above fears, and c. Help them see beyond the change initiative - how they visualize life after the change, and what they need to get there. The elephant in the room about any organizational change is .. how will it impact me, my growth, my career, my life. Once these fears are addressed, sincerely, the elephant is tamed.

It's also important to teach them the difference between stress (panic/anxiety/shortness of breath) and the stressors (deadlines/org change). Often times you find that clients want to deal with the stressors in a state of stress. Deal with the stress first and then the stressors. When they learn to deal with the stress first, they will realise that the stressors no longer are issues they don't know how to manage.

Tools like the Coaching Evaluation Form and Stress Tracker are more than data collectors; they're mirrors for self-reflection and growth. Aligning coaching methods with clients' values and aspirations is key. Stress Diaries aren't just records but pathways to inner understanding and strength. Incorporating the Feedback Loop and SMART goals, we infuse these processes with inspiration, ensuring they resonate with clients' life visions. Adding mindfulness, visualization, and affirmations, transforms stress into strength, equipping clients to thrive amid challenges. As coaches, we empower clients to be architects of their lives, using every tool not just for achievement but as part of a journey towards self-discovery, fulfillment, and joy.

In addition to the tips already mentioned, one of the most valuable and meaningful ways to monitor a client's progress (at least in my experience) is to simply be a coach. When coaching a client through times of change & stress, it's critical that we show up to our sessions attentive, engaged and focused... and for our time together with the client, nothing else matters. We role model vulnerability and do a true check in with them. And when we're in the state of active listening, we must have the courage to stop the conversation and address things the client says that really catch our attention. When we do that, and ask questions like "help me understand" or "can you unpack that for me", it gives them the space to vent and be real.

This is a job of a coach. Monitoring data is key from the simple things like work performance, to the health related metrics such as sleep, energy, stress relief techniques. Every little counts.

The question to ask is: 'What is personally and professionally at stake for this organizational change project to be a resounding Success!' If there is high stress it usually signifies there are high perceived individual risks. Then to work with our Executive to review strategies specific to these risks, lessen the Executive's individual burden, broaden their collaboration, pre-emptively engage with potential critics and importantly stick to a healthy self-care regime to release stress of the day rather than allowing personal stress to pile up until project end.

Irrespective of the tool you use to monitor progress, make sure it is transparent to the employee. Once they can see the shifts, they start owning their own progress.

In my experience, using the basic behavioral framework of Avoid, Alter, Adapt or Accept is a useful way to discuss managing stress in any situation. Organizational change requires interactions with people on different paths to change. Executives cannot interact with all people, particularly change resistors, the same way. To manage stress, you may choose to avoid resistors until you make more change progress, or you can alter your behavior with resistors to alleviate conflict. You can also choose to adapt to the pace of change. Finally, you can choose to accept that you cannot gain buy-in from all change resistors. Flexing your own behavior helps to manage overall stress because it makes you feel that you have more control and choices.

More importantly, you are teaching your client how to speak to themselves when they have achieved something. If you access your client as someone who is consistently stressed due to negative thought processes, regularly providing encouragement will help train their mind to communicate with themselves differently.

Celebrating small successes are always important in the organisation. It brings lots of synergy within the team. The chances of burnout will be reduced if the team knows the bigger picture. Many times we work without knowing why we are placing our efforts. Thus a bigger picture should be discussed & signify the importance of it. Rewards and recognition are also important. It doesn't have to happen in a huge forum. It can happen through a team lunch or appreciation mail or a small pat on the back will make them run more to achieve. But this has to be done by the team lead or head. If not, the head has to face burnout & because of a bad boss, the team members will also face stress during the change process

Celebrating success serves as encouragement to perform an action or task. As coaches one of the questions we normally ask clients is how the achievement of their goals will make them feel which is a way of identifying the motivation for taking an action. Assisting clients to see the benefits of taking actions and celebrating outcomes encourage implementation of agreed actions.

Celebrating milestones and achievements in your dialogues are very important for the feeling of improvement. If we don’t feel we are improving the opposite becomes true. We need to celebrate with our clients and make their progress and achievements clear to them

Successful change is normally managed against a ‘roadmap’ - where we are today, where we hope to be tomorrow - and the steps in-between. Helping people to manage ‘stress’ depends on what’s causing it. It could be (a) a lack of clarity/ambiguity on what we are doing (b) conflict about specific tactics/decisions (c) work overload. ‘Success’ is typically around correctly identifying the issue. Once this is done, the solutions are often easier to figure out.

My go to model when coaching Clients through change is the Kubler Ross change curve. Most executives can manage change quite effectively - the challenge is managing the people through change. Everyone is expected to get on board at the same time, but rarely do we see agreement at the same level. Understanding where everyone is in relation to the change is step one. ??

I approach the topic with my clients in 3 key steps: 1. Unpack the initial shock It is especially important to if the client is still processing the initial waves of the change. Only then the client can move on from the negative emotional experience with full acceptance. 2. Shift perspectives and reduce fear and anxiety. I enable my clients to learn about their perception of the change, become aware of what's unhelpful and untrue, and regain their objectivity. 3. Redefine transitional role and gain clarity to move forward. Clients at this stage benefit from the introduction of systemic thinking. In a bird's eye view of the system and life's horizon, they often find the wisdom within, redefine their role and boldly move on.

The simple approach is to separate the 'stress' from the 'organisational change' taking place. Deal with the stress and minimise it, suddenly the organisational change looks and becomes very different. Different in the sense it's full of more possibility and potential. Secondly, it's worth looking at the vision a leader has for where they want to be through the organisational change and then identifying what is in their control to achieve that. Controlling the controllables is one of the most powerful and simplest mechanisms to influence change.

El estrés, cuando se maneja de manera adecuada, puede ser una fuerza motivadora que impulsa el crecimiento y el rendimiento. Actúa como un recordatorio de la importancia de la autorreflexión y la gestión emocional. En el contexto del coaching ejecutivo, abordar el estrés puede desencadenar un desarrollo personal y profesional significativo, transformando los desafíos en oportunidades de aprendizaje y fortaleza.