Executive Assistants
Programme
WELCOME
Facilitator: Catherine Loftus
Interim Deputy Director
27th September 2012
Programme for the Day
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9.30a.m.
10.00a.m.
10.15a.m.
10.30a.m.
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10.45a.m.
11.00a.m.
11.15a.m.
11.30 a.m.
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12.30pm
Welcome, Introductions and Housekeeping
Aims and Objectives for the Session
The New NHS Landscape
Defining Assertive, Aggressive and Passive
Behaviours How assertive are you?
Assertive Communication – Skills Practice
Break
Assertive Communication - Skills Practice
Personal Resilience
Definition and Personal and Shared Reflections
Action Planning
Learning Outcomes
By the end of the session participants will be able to: -
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identify the your rights and the rights of others
identify passive, assertive and aggressive behaviour
make and refuse requests in a polite and assertive manner
give and receive feedback
project a positive image with positive language
understand the factors contributing to personal resilience
identified the ways in which to develop and maintain personal
resilience
• produced a next steps action plan
The National Leadership
Academy
• Developing and Embedding a Common
Vision for Health Leadership
• Leading the Way in Leadership
Development for a New Health System
• Supporting Local Leadership Development
• Developing and Delivering National
Leadership Programmes
North West Leadership
Academy
• Understands the Evolving Leadership Landscape
• Defines the Leadership Required to Deliver
Effective Healthcare in the 21st Century
• Uses our Experience to Develop New World
Leaders
• Works in Partnership with Other Sectors to
Develop Leaders to Transform Healthcare
• Provides Bespoke Value for Money ,Shared
Services for NHS Funded Member Organisations
Assertive Communication
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Self Esteem
Self Knowledge
Respect for Others
Clear Communication
Becoming More Assertive
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Personalising Pronouns
Changing Verbs
Changing Passive into Active
Changing Questions into Statements
Broken Record
Identifying and Raising Awareness of Discrepancy
Finding a Workable Compromise
Inner Dialogues
Using Appropriate Non - Verbal Communication
Functions of Feedback
• Contribute to
knowledge
• Increase levels of
motivation
• Reinforce desired
behaviours
Best Practice in Giving
Feedback
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Encourage Self Reflection
Be Specific
Describe Actual Behaviour
Be Selective
Concentrate on Can Dos
Maintain a Future Focus
Discuss the Feedback
Feedback
• The worst feedback is personal and
judgmental
• The best feedback is subjective and
descriptive
Your experiences of dealing with
change and transition so far
Discussion
• What is your experience of change and
transition?
• How did it feel?
• What/where/who was your support?
• What can / might you do differently?
Hopson’s Cycle
The Impact of Change
on individuals
Choices that individuals can make when change
may not be welcome:
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Change the situation
Change yourself
Accept the situation
Leave the situation
Managing through the trough
The stages
1. Immobilisation
2. Minimisation/denial
3. Depression
4. Letting go
5. Testing
6. Search for meaning
7. Internalisation
Behaviours to consider
• Acknowledge it
• Offer active support
• Give people room to underperform
• Reinforce new behaviours
• Communicate and involve
TAKING CONTROL OF CHANGE
Panic Zone
Discomfort
Zone
Comfort
Zone
We are in control
We have influence
Beyond our influence
Circles of Influence
Stephen Covey
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What is resilience?
“Resilience is the process of, capacity for, or
outcome of successful adaptation despite
challenging or threatening circumstances.”
(Masten, Best & Garmezy, 1990)
What is resilience?
Bounce-back-ability
• “The greatest glory of living lies not in
never failing, but in rising every time you
fail” (Nelson Mandela)
• “Its not the strongest of the species that
survive, nor the most intelligent, but the
most responsive to change” (Charles
Darwin)
What is resilience?
Maintaining high performance and positive
well being, including being able to:
• Sustain successful performance and
positive well being when facing adverse
conditions
• Recover from or adjust easily to
misfortune or change
• Sustain successful performance and
well being when ‘over engaged’’
Emotional
energy
Physical
energy
Resilience
Mental
energy
The Language of Resilience
• Resilience is the result of individuals interacting with their
environments and the processes that promote well-being
• Resilience is cumulative and can be developed
• 4 key components:
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Confidence
Purposefulness
Adaptability
Social Support
Resilient Thinking
Events
(Adversities)
Thoughts
(Beliefs)
Feelings and Actions
(Consequences)
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Thoughts - Typical Cognitive
Distortions
Labelling
“I said the wrong thing in that meeting; I’m such
an idiot”
• Mind-reading
“My boss didn’t speak to me this morning because
he’s angry with me”
• Should, musts, have tos, oughts
“I should have worked harder on that project”
• Personalisation
“It’s my fault that the project was a failure”
Challenging Cognitive Distortions
• Evidence-based
“Where is the evidence that ….?”
• Pragmatic
“Even if it were true that making an error is awful,
do you feel better or worse for believing that,
and does it stop you making mistakes?”
“How is it helping me if I think that? /How is it
helping me if I have that thought?”
Thinking skills to challenge
Cognitive Distortions
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Responsibility pie chart to broaden the picture
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Ask for evidence
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Write down your thinking errors
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Befriend yourself
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Find some middle ground. We often view things in absolute
terms-amazing or horrendous
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De-labelling
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Thinking more coolly
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Go to the balcony
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Think in a more optimistic way.........
(Palmer & Szymanska, 2007)
Signature Strengths
• Recognise your signature strengths:
– Understand yourself
– Understand the job and skills required
• Develop your signature strengths
• Helps to achieve a sense of mastery
• For Signature Strengths go to:
www.authentichappiness.sas.upenn.edu
Psychological well-being:
purpose
Personal Moral Compass Questions
1. What do I believe in so much that I am willing to take a stand on
– no matter what the cost?
2. What are my skills, energies, and leadership traits?
3. What would a “perfect” world look like?
4. How do I want to contribute to my world?
5. What do I need to feel free and healthy?
6. What do I want to learn?
7. What brings joy to my life?
8. What is my unique calling or purpose?
9. Five years from now, I am proudest of . . .
10.The thirty things I want to do before I die are . . .
The ‘resilience prescription’”
Charney (2007)
– Find a resilient role model – actively finding one is
important
– Personal moral compass – sense of purpose
– Recognise and develop signature strengths
– Positive attitudes and emotions
– Develop cognitive flexibility – learn to “reframe”
– Develop/train regularly in multiple areas – challenge and
mastery
– Look after your physical condition – exercise may be the
“magic bullet”
– Develop coping strategies and social support networks –
make active use of them
The good life
• Flow
• Engagement
“Being completely involved in an activity
for its own sake. The ego falls away. Time
flies. Every action, movement, and
thought follows inevitably from the
previous one, like playing jazz. Your whole
being is involved, and you're using your
skills to the utmost.”
Mihaly Csikszentmihalyi
Thinking about being in the
Flow
• Describe those aspects of your job when
you often find yourself ‘in flow’
• How might you create more of those
experiences?
The meaningful life
• Purpose
• Making a contribution
in the service of
something larger than
yourself
• Eudiamonic well-being
6 ways to boost your
happiness at work
• Certainty (or comfort)
• Connection and Love
• Variety
• Growth
• Significance
• Contribution
Joy
Serenity
Pride
Awe
Gratitude
Levers of
Positive
Emotion
Inspiration
Amusement
Love
Hope
Interest
The Breath Break
Any questions?
Your personal action plan
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What has been your golden nugget?
What are you going to start doing?
What are you going to do more of?
What are you going to stop doing?
What do you require from others?
What do you require from the
organisation?
THANK YOU