Full course: https://www.udemy.com/performance-under-pressure-effective-human-interactions/?couponCode=PROMONOW
The fourth guideline to help you deal with stressed colleagues is to avoid blocking automatic stress-reducing mechanisms. If you do this — say, you tell someone to calm down — you're more likely to prolong the stress reaction.
Built-In Mechanisms
Consider Steven. He's frustrated with a colleague's outburst and tells her to "pull herself together." Although it's tempting to try to intervene with someone's stress responses, such a reaction only adds to the person's stress.
Unfortunately, there's a strong tendency to urge people not to use their stress behavior. For example, Mike has an analytic style and he's stressed and has become withdrawn. If you want to know what's on his mind, you might be tempted to tell him to "just get it off his chest." However, this well-meant advice merely adds to his stress.
Of course, when someone uses such behavior over a long period of time, the situation must be dealt with. If this needs to be done, wait until the person is no longer stressed before addressing the issue. You can then help him or her develop tactics to prevent the buildup of too much stress.
Exercise - The Appropriate Response
You're training a new colleague, Lucy. Your organization has a mandatory test at the end of new hire training. Lucy is worried about the test, as she's having difficulty understanding some of the company's banking processes. Although she started the training bright and cheerful, she's become pale and tired looking by the end of the first week. She's been asking you a lot of questions, which you feel are obvious and repetitive.
What's an appropriate response to Lucy's behavior?
Options:
1 - Listen carefully to her questions and make sure she fully understands your answers. Also recognize that her tiredness is likely due to working hard for the test.
2 - Recognize that asking lots of questions is a process that Lucy uses to learn, and exercise more patience.
3 - Tell Lucy that she shouldn't bother you with the little things. She should be able to figure them out for herself.
4 - Reassure Lucy that the test isn't a big deal. Only you will see the results so she's getting worked up over nothing.
5 - Don't assume that your training skills are inadequate. Instead ask Lucy for feedback on how she feels she's progressing. (...)
Full course: https://www.udemy.com/performance-under-pressure-effective-human-interactions/?couponCode=PROMONOW
Showing posts with label udemy. Show all posts
Showing posts with label udemy. Show all posts
Tuesday, December 22, 2015
Monday, December 21, 2015
Performance Under Pressure - Effective Human Interactions: Avoiding Getting Hooked
Full course: https://www.udemy.com/performance-under-pressure-effective-human-interactions/?couponCode=PROMONOW
The third guideline to help you deal with stressed colleagues is to avoid getting hooked by their stressed behavior. One way to do this is to reframe your thinking.
For example, rather than focusing on your dislike of the behavior the other is exhibiting, realize what lies behind it. You'll generally find that the person has experienced an enormous buildup of pressure that's causing them to react in this way.
Showing Empathy
Another way of avoiding getting hooked is to try to show empathy for what a person's trying to cope with. Imagine yourself in that person's shoes. You can also remind yourself that you're not the real target of the other person's behavior — whether the behavior is lashing out or avoidance. The behavior's a response to a stressor, and you happen to be in the way. So it's best not to take it personally.
Consider Jack, he manages a small team of banking administrators. Beth, one of the team members, is upset because she's under pressure to complete a task. Follow along as Jack deals with Beth's behavior.
Beth: Jack, you asked me to reconcile the debtors report by end of today, but I'm already overstretched with my daily tasks.
Jack: I'm glad you came to me to clarify. You should focus on the debtor report for today.
Beth: But I'm also covering for Marie's holidays! Did you forget? Beth is sarcastic.
Jack: I didn't forget Beth. I understand that you're under pressure with a lot of competing tasks. It's hard to know what to prioritize. I'll reassign your other duties.
Beth: OK then! Thanks for clearing that up. Beth is happy.
In this example, Jack avoided getting hooked on Beth's behavior by remaining calm rather than reacting to her agitated behavior. He reacted positively, therefore refraining from adding to her stress.
Jack showed empathy toward her task management challenges and didn't take her sarcasm personally. (...)
Full course: https://www.udemy.com/performance-under-pressure-effective-human-interactions/?couponCode=PROMONOW
The third guideline to help you deal with stressed colleagues is to avoid getting hooked by their stressed behavior. One way to do this is to reframe your thinking.
For example, rather than focusing on your dislike of the behavior the other is exhibiting, realize what lies behind it. You'll generally find that the person has experienced an enormous buildup of pressure that's causing them to react in this way.
Showing Empathy
Another way of avoiding getting hooked is to try to show empathy for what a person's trying to cope with. Imagine yourself in that person's shoes. You can also remind yourself that you're not the real target of the other person's behavior — whether the behavior is lashing out or avoidance. The behavior's a response to a stressor, and you happen to be in the way. So it's best not to take it personally.
Consider Jack, he manages a small team of banking administrators. Beth, one of the team members, is upset because she's under pressure to complete a task. Follow along as Jack deals with Beth's behavior.
Beth: Jack, you asked me to reconcile the debtors report by end of today, but I'm already overstretched with my daily tasks.
Jack: I'm glad you came to me to clarify. You should focus on the debtor report for today.
Beth: But I'm also covering for Marie's holidays! Did you forget? Beth is sarcastic.
Jack: I didn't forget Beth. I understand that you're under pressure with a lot of competing tasks. It's hard to know what to prioritize. I'll reassign your other duties.
Beth: OK then! Thanks for clearing that up. Beth is happy.
In this example, Jack avoided getting hooked on Beth's behavior by remaining calm rather than reacting to her agitated behavior. He reacted positively, therefore refraining from adding to her stress.
Jack showed empathy toward her task management challenges and didn't take her sarcasm personally. (...)
Full course: https://www.udemy.com/performance-under-pressure-effective-human-interactions/?couponCode=PROMONOW
Sunday, December 20, 2015
Performance Under Pressure - Effective Human Interactions: Detecting Stress in Others
Full course: https://www.udemy.com/performance-under-pressure-effective-human-interactions/?couponCode=PROMONOW
The second guideline to help you deal with stressed colleagues is detecting their stress. It's helpful to know colleagues' work styles because reactions under pressure are related to assertiveness and responsiveness. For example, expressives, being both assertive and emotional, may become angry. Or, amiables may become docile, given their lack of assertiveness and desire to please.
Identifying Emotional States
When trying to detect stress responses in others, behaviors are usually more obvious from the more overtly assertive styles — expressives and drivers. However, with analysts and especially amiables, it can be harder to recognize the subtle differences between normal and reactive behavior.
When detecting stress in colleagues, try to identify their emotional states. You can do this by listening carefully to what they say and how they say it. You can gather clues from how they respond to external events such as someone greeting them or asking them to do something. For example, if under pressure, their style-based behavior may become more extreme or more rigid.
Learning to Recognize the Signs
Having spent a lot of time with colleagues, you should learn to note specific signs of stress in their behavior. For example, your manager is an expressive and he frequently becomes agitated with you when the team doesn't meet its deadlines. A typical behavior that indicates stress is demonstrative body language, for example pointing, visible tiredness, or a defensive body position.
It's beneficial to think about your colleagues' feelings. Ask yourself how their behavior makes you feel. For example, when your manager's agitated, do you feel guilty? Being able to identify that the behavior is related to stress can help you deal with it better. For example, instead of feeling guilty, you can choose not to take the reaction personally.
Remember Sally and Noah? There are many ways that Noah could've identified Sally's emotional state to improve his reaction toward her. Her body language indicated she's an expressive, as she was waving her arms around as she spoke.
Sally's tone of voice indicated that she was upset. It was high pitched and she spoke very quickly. Sally also expressed fear of losing the client. (...)
Full course: https://www.udemy.com/performance-under-pressure-effective-human-interactions/?couponCode=PROMONOW
The second guideline to help you deal with stressed colleagues is detecting their stress. It's helpful to know colleagues' work styles because reactions under pressure are related to assertiveness and responsiveness. For example, expressives, being both assertive and emotional, may become angry. Or, amiables may become docile, given their lack of assertiveness and desire to please.
Identifying Emotional States
When trying to detect stress responses in others, behaviors are usually more obvious from the more overtly assertive styles — expressives and drivers. However, with analysts and especially amiables, it can be harder to recognize the subtle differences between normal and reactive behavior.
When detecting stress in colleagues, try to identify their emotional states. You can do this by listening carefully to what they say and how they say it. You can gather clues from how they respond to external events such as someone greeting them or asking them to do something. For example, if under pressure, their style-based behavior may become more extreme or more rigid.
Learning to Recognize the Signs
Having spent a lot of time with colleagues, you should learn to note specific signs of stress in their behavior. For example, your manager is an expressive and he frequently becomes agitated with you when the team doesn't meet its deadlines. A typical behavior that indicates stress is demonstrative body language, for example pointing, visible tiredness, or a defensive body position.
It's beneficial to think about your colleagues' feelings. Ask yourself how their behavior makes you feel. For example, when your manager's agitated, do you feel guilty? Being able to identify that the behavior is related to stress can help you deal with it better. For example, instead of feeling guilty, you can choose not to take the reaction personally.
Remember Sally and Noah? There are many ways that Noah could've identified Sally's emotional state to improve his reaction toward her. Her body language indicated she's an expressive, as she was waving her arms around as she spoke.
Sally's tone of voice indicated that she was upset. It was high pitched and she spoke very quickly. Sally also expressed fear of losing the client. (...)
Full course: https://www.udemy.com/performance-under-pressure-effective-human-interactions/?couponCode=PROMONOW
Saturday, December 19, 2015
Performance Under Pressure - Effective Human Interactions: Showing Respect
Full course: https://www.udemy.com/performance-under-pressure-effective-human-interactions/?couponCode=PROMONOW
One of the most difficult interpersonal challenges in the workplace is dealing constructively with other people when they're reacting to stress. There are guidelines to help you deal with such situations. First, always show respect to others. Second, learn to detect stress in others. Third, avoid getting hooked by the other person's behavior. And last, don't try to block a person from using their automatic stress-reducing mechanisms.
Everyone Wants to be Treated with Respect
Consider respect, the first guideline to managing reactions to pressure. Can you think of some ways you can demonstrate respect to colleagues? You may have suggested getting the basics right, such as being polite and courteous.
Everyone wants to be treated with respect at work. You can show colleagues respect through your actions toward them. For example, listening is an important skill that demonstrates respect. That is, you should listen attentively to what others have to say without speaking over them.
Another way to show colleagues respect is to use their ideas to improve processes and procedures. Of course, it's important that you give the appropriate credit, or even encourage the person to implement the idea. Wherever possible, you should encourage coworkers to express their opinions and ideas.
Avoid Inappropriate Actions
Avoid actions that could indicate disrespect, such as making disparaging comments or nit-picking. Although healthy debate and constructive criticism are good for important topics, don't constantly criticize colleagues over little things. Furthermore, never belittle, judge, or patronize others. It's advisable to praise much more frequently than you criticize.
Another behavior to avoid is reacting negatively to colleagues — for example mirroring their negative behaviors. Negative reactions can reinforce stress-induced behavior. (...)
Full course: https://www.udemy.com/performance-under-pressure-effective-human-interactions/?couponCode=PROMONOW
One of the most difficult interpersonal challenges in the workplace is dealing constructively with other people when they're reacting to stress. There are guidelines to help you deal with such situations. First, always show respect to others. Second, learn to detect stress in others. Third, avoid getting hooked by the other person's behavior. And last, don't try to block a person from using their automatic stress-reducing mechanisms.
Everyone Wants to be Treated with Respect
Consider respect, the first guideline to managing reactions to pressure. Can you think of some ways you can demonstrate respect to colleagues? You may have suggested getting the basics right, such as being polite and courteous.
Everyone wants to be treated with respect at work. You can show colleagues respect through your actions toward them. For example, listening is an important skill that demonstrates respect. That is, you should listen attentively to what others have to say without speaking over them.
Another way to show colleagues respect is to use their ideas to improve processes and procedures. Of course, it's important that you give the appropriate credit, or even encourage the person to implement the idea. Wherever possible, you should encourage coworkers to express their opinions and ideas.
Avoid Inappropriate Actions
Avoid actions that could indicate disrespect, such as making disparaging comments or nit-picking. Although healthy debate and constructive criticism are good for important topics, don't constantly criticize colleagues over little things. Furthermore, never belittle, judge, or patronize others. It's advisable to praise much more frequently than you criticize.
Another behavior to avoid is reacting negatively to colleagues — for example mirroring their negative behaviors. Negative reactions can reinforce stress-induced behavior. (...)
Full course: https://www.udemy.com/performance-under-pressure-effective-human-interactions/?couponCode=PROMONOW
Friday, December 18, 2015
Performance Under Pressure - Effective Human Interactions: Managing Reactions to Pressure
Full course: https://www.udemy.com/performance-under-pressure-effective-human-interactions/?couponCode=PROMONOW
In order to perform effectively with others who are under pressure in the workplace, you must manage your own reactions to pressure. If you don't manage your reactions to pressure well, you may fall into a trap of negative interactions with others. For example, in a stressful situation, you may become irritable, tactless, or uncooperative toward colleagues.
Manage Stressful Situations
In order to manage pressurized situations, you must first identify what you can control and what you can't control. What you can control is yourself and your own reactions, and what you can't control is other peoples' reactions. But in order to be in control of your reactions you need to avoid being overwhelmed by emotion. Aim to be rational and in control of your responses to pressure.
You may have noted that the first thing you need to do is recognize when you're stressed. This is the first step in managing your reactions in a high-pressure situation. Unless you can spot the signs of stress in yourself, you can't begin to take control. It's important to examine the emotion associated with your reaction to uncover its true source. Finally, you must act to take control of your emotions, and modify your behavior accordingly.
Recognize Stress
Recognizing when you're stressed can be challenging because everyone is unique, so your stress responses will likely be different from those of your work colleagues. Furthermore, it's sometimes harder to self-reflect and recognize our own stress responses.
There are many ways that people react under pressure. For example, some people will react with anger, frustration, or fear. The signs of stress may be explicit, such as a verbal outburst. Or they may be implicit, such as impatience, restlessness, or even illness.
Other people may react by becoming quiet, withdrawn, or even overly agreeable.
Stress Clues
There are clues that can help you recognize that you're under stress. Physical symptoms include fatigue, an increased heart rate, high blood pressure, and feeling hot and clammy. Breathing can become short and labored. Many people flush easily, whereas others become pale.
Psychological and emotional symptoms include distorted thoughts, panic, impatience, and distress. Such symptoms will inevitably impair your ability to be rational and objective. This can therefore compromise your ability to handle complex tasks.
Consider Regina, she's been working late most evenings on a project. Frequently she comes home tired and becomes impatient with her family. Friends often tell her she looks stressed. She often feels inadequate about her performance, and insecure in her job.
Regina decides to keep a journal to determine what's causing her to feel stressed. For a period of two weeks, she takes ten minutes at the end of each day to record her thoughts. (...)
Full course: https://www.udemy.com/performance-under-pressure-effective-human-interactions/?couponCode=PROMONOW
In order to perform effectively with others who are under pressure in the workplace, you must manage your own reactions to pressure. If you don't manage your reactions to pressure well, you may fall into a trap of negative interactions with others. For example, in a stressful situation, you may become irritable, tactless, or uncooperative toward colleagues.
Manage Stressful Situations
In order to manage pressurized situations, you must first identify what you can control and what you can't control. What you can control is yourself and your own reactions, and what you can't control is other peoples' reactions. But in order to be in control of your reactions you need to avoid being overwhelmed by emotion. Aim to be rational and in control of your responses to pressure.
You may have noted that the first thing you need to do is recognize when you're stressed. This is the first step in managing your reactions in a high-pressure situation. Unless you can spot the signs of stress in yourself, you can't begin to take control. It's important to examine the emotion associated with your reaction to uncover its true source. Finally, you must act to take control of your emotions, and modify your behavior accordingly.
Recognize Stress
Recognizing when you're stressed can be challenging because everyone is unique, so your stress responses will likely be different from those of your work colleagues. Furthermore, it's sometimes harder to self-reflect and recognize our own stress responses.
There are many ways that people react under pressure. For example, some people will react with anger, frustration, or fear. The signs of stress may be explicit, such as a verbal outburst. Or they may be implicit, such as impatience, restlessness, or even illness.
Other people may react by becoming quiet, withdrawn, or even overly agreeable.
Stress Clues
There are clues that can help you recognize that you're under stress. Physical symptoms include fatigue, an increased heart rate, high blood pressure, and feeling hot and clammy. Breathing can become short and labored. Many people flush easily, whereas others become pale.
Psychological and emotional symptoms include distorted thoughts, panic, impatience, and distress. Such symptoms will inevitably impair your ability to be rational and objective. This can therefore compromise your ability to handle complex tasks.
Consider Regina, she's been working late most evenings on a project. Frequently she comes home tired and becomes impatient with her family. Friends often tell her she looks stressed. She often feels inadequate about her performance, and insecure in her job.
Regina decides to keep a journal to determine what's causing her to feel stressed. For a period of two weeks, she takes ten minutes at the end of each day to record her thoughts. (...)
Full course: https://www.udemy.com/performance-under-pressure-effective-human-interactions/?couponCode=PROMONOW
Wednesday, December 16, 2015
Performance Under Pressure - Effective Human Interactions: Work Styles
Full course: https://www.udemy.com/performance-under-pressure-effective-human-interactions/?couponCode=PROMONOW
An individual's response to pressure may be rooted in that individual's work style. Of course, a preference for one style doesn't mean an individual won't adopt another style under different circumstances. Furthermore, an individual's response to pressure situations will vary depending on his or her ability to cope with different kinds of pressure.
Work Styles
There are four work styles: expressives, drivers, amiables and analysts. Expressives tend to be assertive and socially engaging, while drivers are assertive yet more results-focused than people-focused. Amiables are usually sociable, cooperative and empathetic toward others. Finally, analysts are often very methodical and display perfectionist behavior.
Expressives
Expressives are emotional and assertive. They enjoy action, and tend to thrive on being in the limelight. They therefore love being center stage and seek out eye-catching projects.
Expressives prefer the stimulus of other people to working alone. They're interpersonally proactive, and relate easily and effortlessly to strangers. As a result, a person of this outgoing style tends to have a larger circle of acquaintances than those with other styles.
Drivers
Drivers are very practical and results-focused. They're characterized by decisiveness. Due to a typical impatience, drivers normally like to lead in shared tasks or projects.
Drivers typically excel at time management. They love setting high, yet realistic, objectives for themselves and others. Drivers usually don't take direction well.
Amiables
Amiables tend to be supportive, cooperative, and have empathy for colleagues. Amiables are team players, and can focus more on everyone getting along than getting the job done. In this respect, they prefer to work with others and solve their problems.
Amiables don't seek the spotlight and seldom get into ego clashes with others. Amiables are less likely than the more assertive styles to seek power for themselves. They can be skilled at encouraging others to expand on their ideas and are good at seeing value in other people's contributions.
Analysts
Analysts are usually quiet and less emotional than others styles. They're perfectionists and will take as much time as necessary to get the job done 100% right. They therefore set very high standards and strive to excel.
Analysts are critical thinkers, and sticklers for detail. They take pride in attention to detail. Their exacting standards cause them to be generally very sparing with compliments and expressions of appreciation. (...)
Full course: https://www.udemy.com/performance-under-pressure-effective-human-interactions/?couponCode=PROMONOW
An individual's response to pressure may be rooted in that individual's work style. Of course, a preference for one style doesn't mean an individual won't adopt another style under different circumstances. Furthermore, an individual's response to pressure situations will vary depending on his or her ability to cope with different kinds of pressure.
Work Styles
There are four work styles: expressives, drivers, amiables and analysts. Expressives tend to be assertive and socially engaging, while drivers are assertive yet more results-focused than people-focused. Amiables are usually sociable, cooperative and empathetic toward others. Finally, analysts are often very methodical and display perfectionist behavior.
Expressives
Expressives are emotional and assertive. They enjoy action, and tend to thrive on being in the limelight. They therefore love being center stage and seek out eye-catching projects.
Expressives prefer the stimulus of other people to working alone. They're interpersonally proactive, and relate easily and effortlessly to strangers. As a result, a person of this outgoing style tends to have a larger circle of acquaintances than those with other styles.
Drivers
Drivers are very practical and results-focused. They're characterized by decisiveness. Due to a typical impatience, drivers normally like to lead in shared tasks or projects.
Drivers typically excel at time management. They love setting high, yet realistic, objectives for themselves and others. Drivers usually don't take direction well.
Amiables
Amiables tend to be supportive, cooperative, and have empathy for colleagues. Amiables are team players, and can focus more on everyone getting along than getting the job done. In this respect, they prefer to work with others and solve their problems.
Amiables don't seek the spotlight and seldom get into ego clashes with others. Amiables are less likely than the more assertive styles to seek power for themselves. They can be skilled at encouraging others to expand on their ideas and are good at seeing value in other people's contributions.
Analysts
Analysts are usually quiet and less emotional than others styles. They're perfectionists and will take as much time as necessary to get the job done 100% right. They therefore set very high standards and strive to excel.
Analysts are critical thinkers, and sticklers for detail. They take pride in attention to detail. Their exacting standards cause them to be generally very sparing with compliments and expressions of appreciation. (...)
Full course: https://www.udemy.com/performance-under-pressure-effective-human-interactions/?couponCode=PROMONOW
Sunday, December 13, 2015
Performance Under Pressure - Effective Human Interactions: Negative Impacts of Pressure
Full course: https://www.udemy.com/performance-under-pressure-effective-human-interactions/?couponCode=PROMONOW
Pressure isn't always bad. In fact, some pressure is desirable; it generates action. In some circumstances it enhances performance — like an athlete getting psyched up for a race.
In the workplace, pressure can bring members of a team closer, focusing the team on a common objective and producing feelings of camaraderie when all are sharing the same pressures. However, it's important to understand how pressure can have negative impacts.
The Negative Side
Consider Lawrence. He's a client service executive in a logistics company. The company promises delivery of packages within 48 hours. Due to poor weather conditions, many packages have been delayed, and call volumes from customers have increased ten-fold. The majority are complaints, and some customers have become agitated.
Lawrence's manager is out of the office, so in frustration he asks a colleague, Hilary, to help take calls. Hilary tells him that she has important tasks to complete, and is concerned that she hasn't received appropriate training for dealing with difficult clients.
Lawrence is annoyed and dismisses her fears. He tells her that it's a unique situation, and it should be prioritized over Hilary's tasks.
Lawrence's in a high-pressure situation. Preoccupied with his own priorities, he is insensitive to Hilary's. He doesn't take time to ask Hilary about her workload, or consult a superior for direction. The way he dismisses her concerns indicates he wasn't really listening to Hilary. He is allowing the pressure he's under to damage their working relationship.
Pressure can affect the quality of perceptions, especially when emotions run high. An individual experiencing pressure will often display less awareness of others, and become over-focused on the current issue. In some cases, the individual may compromise professionalism and show insensitivity toward colleagues. Other possible negative effects are diminished communication and diminished collaboration.
Less Awareness of Others
Pressure can cause you to become excessively focused on your own problem – such as a deadline you're struggling to meet. And this can lessen your awareness of others around you.
For example, with the intention of getting a job done quickly and correctly, individuals may fail to be aware of the pressures others are under.
Code Insensitivity
Increased pressure may compromise professionalism. People can drop their guard, and be less sensitive to others in the heat of the moment. This may result in a lack of respect and verbal aggression.
Colleagues will inevitably suffer from the poorly managed pressure. For example, if an individual feels pressure from a superior, the frustration may result in insensitivity to the feelings of others. The individual may snap at a colleague, or be offhand with a customer. (...)
Full course: https://www.udemy.com/performance-under-pressure-effective-human-interactions/?couponCode=PROMONOW
Pressure isn't always bad. In fact, some pressure is desirable; it generates action. In some circumstances it enhances performance — like an athlete getting psyched up for a race.
In the workplace, pressure can bring members of a team closer, focusing the team on a common objective and producing feelings of camaraderie when all are sharing the same pressures. However, it's important to understand how pressure can have negative impacts.
The Negative Side
Consider Lawrence. He's a client service executive in a logistics company. The company promises delivery of packages within 48 hours. Due to poor weather conditions, many packages have been delayed, and call volumes from customers have increased ten-fold. The majority are complaints, and some customers have become agitated.
Lawrence's manager is out of the office, so in frustration he asks a colleague, Hilary, to help take calls. Hilary tells him that she has important tasks to complete, and is concerned that she hasn't received appropriate training for dealing with difficult clients.
Lawrence is annoyed and dismisses her fears. He tells her that it's a unique situation, and it should be prioritized over Hilary's tasks.
Lawrence's in a high-pressure situation. Preoccupied with his own priorities, he is insensitive to Hilary's. He doesn't take time to ask Hilary about her workload, or consult a superior for direction. The way he dismisses her concerns indicates he wasn't really listening to Hilary. He is allowing the pressure he's under to damage their working relationship.
Pressure can affect the quality of perceptions, especially when emotions run high. An individual experiencing pressure will often display less awareness of others, and become over-focused on the current issue. In some cases, the individual may compromise professionalism and show insensitivity toward colleagues. Other possible negative effects are diminished communication and diminished collaboration.
Less Awareness of Others
Pressure can cause you to become excessively focused on your own problem – such as a deadline you're struggling to meet. And this can lessen your awareness of others around you.
For example, with the intention of getting a job done quickly and correctly, individuals may fail to be aware of the pressures others are under.
Code Insensitivity
Increased pressure may compromise professionalism. People can drop their guard, and be less sensitive to others in the heat of the moment. This may result in a lack of respect and verbal aggression.
Colleagues will inevitably suffer from the poorly managed pressure. For example, if an individual feels pressure from a superior, the frustration may result in insensitivity to the feelings of others. The individual may snap at a colleague, or be offhand with a customer. (...)
Full course: https://www.udemy.com/performance-under-pressure-effective-human-interactions/?couponCode=PROMONOW
Saturday, December 12, 2015
Performance Under Pressure - Effective Human Interactions: Good Working Relationships
Full course: https://www.udemy.com/performance-under-pressure-effective-human-interactions/?couponCode=PROMONOW
For the vast majority of people, work involves interaction with others, which means that good working relationships are indispensable to good performance. But pressure is also an inescapable aspect of work, and pressure can cause relationships to suffer.
Before turning to the potential of pressure to damage relationships, consider the five features that really good working relationships share. These are trust, openness, a sense of interrelatedness – the ability to perceive the connections between your tasks and those of your colleagues, respect for one another, and effective communication.
Trust
Trust is emotional and logical. Emotionally, you may expose your vulnerabilities to people, trusting that they won't take advantage of you. Logically, you can objectively assess the situation, and conclude that you can trust someone to behave in a predictable manner.
For example, you can place trust in colleagues by seeking input from them. You can also demonstrate trust if you're comfortable discussing your successes and failures with colleagues. If you're a manager, you could demonstrate trust by allowing others to work without unnecessary oversight.
Openness
Openness can mean different things in different contexts. It can mean honesty, or openness to new experiences. In the workplace, you can demonstrate openness by being open to new ideas and being able to adjust your responses to current circumstances.
For example, an open colleague will actively listen to others, and not reject ideas without careful consideration. Healthy debate among colleagues and talking freely about current challenges are signs of an open environment.
Sense of Interrelatedness
A sense of interrelatedness is about an awareness of the bigger picture. For example, if you have this quality, you can see how your current activities relate to organizational goals.
Interrelatedness is also an awareness of how your job role affects the performance of others. For example, say you're a sales representative dealing with customers. If you're efficient, you create less work for the customer service team dealing with complaints.
Respect
Respect for others is absolutely essential – regardless of the context. In the workplace, respect can be demonstrated by being considerate, truthful, and tactful with colleagues.
Examples of showing respect in the workplace are listening attentively to colleagues at meetings and being constructive and tactful when giving feedback. (...)
Full course: https://www.udemy.com/performance-under-pressure-effective-human-interactions/?couponCode=PROMONOW
For the vast majority of people, work involves interaction with others, which means that good working relationships are indispensable to good performance. But pressure is also an inescapable aspect of work, and pressure can cause relationships to suffer.
Before turning to the potential of pressure to damage relationships, consider the five features that really good working relationships share. These are trust, openness, a sense of interrelatedness – the ability to perceive the connections between your tasks and those of your colleagues, respect for one another, and effective communication.
Trust
Trust is emotional and logical. Emotionally, you may expose your vulnerabilities to people, trusting that they won't take advantage of you. Logically, you can objectively assess the situation, and conclude that you can trust someone to behave in a predictable manner.
For example, you can place trust in colleagues by seeking input from them. You can also demonstrate trust if you're comfortable discussing your successes and failures with colleagues. If you're a manager, you could demonstrate trust by allowing others to work without unnecessary oversight.
Openness
Openness can mean different things in different contexts. It can mean honesty, or openness to new experiences. In the workplace, you can demonstrate openness by being open to new ideas and being able to adjust your responses to current circumstances.
For example, an open colleague will actively listen to others, and not reject ideas without careful consideration. Healthy debate among colleagues and talking freely about current challenges are signs of an open environment.
Sense of Interrelatedness
A sense of interrelatedness is about an awareness of the bigger picture. For example, if you have this quality, you can see how your current activities relate to organizational goals.
Interrelatedness is also an awareness of how your job role affects the performance of others. For example, say you're a sales representative dealing with customers. If you're efficient, you create less work for the customer service team dealing with complaints.
Respect
Respect for others is absolutely essential – regardless of the context. In the workplace, respect can be demonstrated by being considerate, truthful, and tactful with colleagues.
Examples of showing respect in the workplace are listening attentively to colleagues at meetings and being constructive and tactful when giving feedback. (...)
Full course: https://www.udemy.com/performance-under-pressure-effective-human-interactions/?couponCode=PROMONOW
Friday, December 11, 2015
Performance Under Pressure - Effective Human Interactions: Course Guidelines
Full course: https://www.udemy.com/performance-under-pressure-effective-human-interactions/?couponCode=PROMONOW
You might know this. I’m adding it to any course in the introductory section. But, just in case some suggestions to improve your learning.
For a better learning experience change your view settings to HD. Depending on your internet connection the quality of your video lesson should be better on your playing device.
This course includes closed captions, at least in English. So, if you want to watch videos quietly or defeat noise it’s a good idea to turn them on. Or, maybe is just easier for you to take video lessons if you also see the subtitles.
It would be also a good idea to check for additional resources for every video lesson. Most of the time an audio version will be available and a pdf presentation. Some documents will be posted as an independent lesson, but the others will have learning aids in the resources section.
Use the discussion board for questions and to invite our student colleagues to share personal experiences. Interaction will improve your learning. And, I will be here to help. It might not be easy to be the first one to ask a question or make a comment, I know. But, I will take care of it and start a discussion.
If you are on a computer, or iPad type device you can also take notes. I’m not saying you should. But, this is also very helpful to improve retention, and you will find an easy reference if you need to revisit the course. Udemy offers you the option and you will see by yourself that note taking while watching video lectures is highly effective.
There will be some exercises to complement end of section quizzes. For some it would help to stop the video for one or two minutes and try to respond before continuing. Every time I will give the correct answer so you can compare. Of course you can just continue without stopping, but it’s good if you try your hand on the question before comparing.
It might be that, for some exercises, you will need more time and to work on a template. I use this for skill development, and I believe in practice. Most of the time you learn more from this than from my presentation, so take your time and do it as guided.
You are the client, so you have the right to make suggestions and to ask for more. I know you feel the need to be nice and appreciate the effort. But, please if you need something related to the course feel free to ask. I will be here to respond.
At the end of the course a review would be very much appreciated. You are not required of course but, it helps me improve the course and it helps other potential students to make a choice.
For technical issues I might help, if not there is Udemy Technical Support. Whatever is not working, please write me or Udemy.
This is it for now. Happy learning and see you in the course!
Full course: https://www.udemy.com/performance-under-pressure-effective-human-interactions/?couponCode=PROMONOW
You might know this. I’m adding it to any course in the introductory section. But, just in case some suggestions to improve your learning.
For a better learning experience change your view settings to HD. Depending on your internet connection the quality of your video lesson should be better on your playing device.
This course includes closed captions, at least in English. So, if you want to watch videos quietly or defeat noise it’s a good idea to turn them on. Or, maybe is just easier for you to take video lessons if you also see the subtitles.
It would be also a good idea to check for additional resources for every video lesson. Most of the time an audio version will be available and a pdf presentation. Some documents will be posted as an independent lesson, but the others will have learning aids in the resources section.
Use the discussion board for questions and to invite our student colleagues to share personal experiences. Interaction will improve your learning. And, I will be here to help. It might not be easy to be the first one to ask a question or make a comment, I know. But, I will take care of it and start a discussion.
If you are on a computer, or iPad type device you can also take notes. I’m not saying you should. But, this is also very helpful to improve retention, and you will find an easy reference if you need to revisit the course. Udemy offers you the option and you will see by yourself that note taking while watching video lectures is highly effective.
There will be some exercises to complement end of section quizzes. For some it would help to stop the video for one or two minutes and try to respond before continuing. Every time I will give the correct answer so you can compare. Of course you can just continue without stopping, but it’s good if you try your hand on the question before comparing.
It might be that, for some exercises, you will need more time and to work on a template. I use this for skill development, and I believe in practice. Most of the time you learn more from this than from my presentation, so take your time and do it as guided.
You are the client, so you have the right to make suggestions and to ask for more. I know you feel the need to be nice and appreciate the effort. But, please if you need something related to the course feel free to ask. I will be here to respond.
At the end of the course a review would be very much appreciated. You are not required of course but, it helps me improve the course and it helps other potential students to make a choice.
For technical issues I might help, if not there is Udemy Technical Support. Whatever is not working, please write me or Udemy.
This is it for now. Happy learning and see you in the course!
Full course: https://www.udemy.com/performance-under-pressure-effective-human-interactions/?couponCode=PROMONOW
Thursday, December 10, 2015
Performance Under Pressure - Effective Human Interactions: Course Overview
Full course: https://www.udemy.com/performance-under-pressure-effective-human-interactions/?couponCode=PROMONOW
Have you experienced a situation with a colleague recently that you wish you'd handled differently? Distressing interactions with colleagues are a typical source of pressure in the workplace. Even if you're the model professional, you'll likely still come across people in the work environment whom you find challenging to deal with. It could be a colleague, superior, or even a client.
But first, a short overview of the previous two courses of the Performance Under Pressure series.
The first course was focused on building The Right Attitude as the starting point of achieving Performance Under Pressure. This course helps you understand the events and situations that cause you to feel pressure. It explains how you can understand your reaction to pressure, and how excessive stress can impair your performance. And, finally, it covers the principles for managing your attitude so that you stay in control and maintain a success-oriented mentality.
The second course focused on Taking Action Under Pressure. Pressure commonly leads people to two kinds of behavior: over-confidence, which can lead to poor judgment, and over-analysis, which can lead to paralysis. To be successful under pressure, it's important to learn to avoid these temptations, and that starts with learning how pressure influences your thinking.
People's perception of a situation or challenge can be clouded by negative thoughts that are driven by emotions. However, it's at these times that you need to think most clearly. To perform effectively under pressure, it's important to be able to recognize the real challenge presented by a situation, and to have a strategy in place to take effective action.
And now the third and last course, the one focused on Effective Human Interactions Under Pressure:
In order to maintain the highest level of performance, it's important to understand and control your own reactions to pressure and to handle the effects of pressure on colleagues. There are many circumstances where interactions with colleagues can generate pressure. For example, it could be an underperforming coworker, an indecisive client, or an unreasonable manager. You may even encounter someone who's insensitive or underhanded. Such pressures often build over time.
Pressure-induced stress can cause behaviors that create tension in the workplace if they're not managed properly. Typical reactions include irritability, lashing out in anger, actively avoiding people, or vocally being hypercritical of others. In pressure situations, the preferred action is to remain calm, professional, and deal with the issue assertively.
This course will explore the impact of pressure on work relationships through introducing the four typical work styles: expressives, drivers, amiables, and analysts.
You'll learn a technique to help you manage your own reactions, and also a technique for how to deal constructively with other people when they're reacting to stress.
The final technique will help you handle stressful interactions by monitoring your feelings, and pausing to replace negative thoughts with positive thoughts to prepare you to interact positively.
Next, before actually starting the course, a short video that will improve your learning experience.
Full course: https://www.udemy.com/performance-under-pressure-effective-human-interactions/?couponCode=PROMONOW
Have you experienced a situation with a colleague recently that you wish you'd handled differently? Distressing interactions with colleagues are a typical source of pressure in the workplace. Even if you're the model professional, you'll likely still come across people in the work environment whom you find challenging to deal with. It could be a colleague, superior, or even a client.
But first, a short overview of the previous two courses of the Performance Under Pressure series.
The first course was focused on building The Right Attitude as the starting point of achieving Performance Under Pressure. This course helps you understand the events and situations that cause you to feel pressure. It explains how you can understand your reaction to pressure, and how excessive stress can impair your performance. And, finally, it covers the principles for managing your attitude so that you stay in control and maintain a success-oriented mentality.
The second course focused on Taking Action Under Pressure. Pressure commonly leads people to two kinds of behavior: over-confidence, which can lead to poor judgment, and over-analysis, which can lead to paralysis. To be successful under pressure, it's important to learn to avoid these temptations, and that starts with learning how pressure influences your thinking.
People's perception of a situation or challenge can be clouded by negative thoughts that are driven by emotions. However, it's at these times that you need to think most clearly. To perform effectively under pressure, it's important to be able to recognize the real challenge presented by a situation, and to have a strategy in place to take effective action.
And now the third and last course, the one focused on Effective Human Interactions Under Pressure:
In order to maintain the highest level of performance, it's important to understand and control your own reactions to pressure and to handle the effects of pressure on colleagues. There are many circumstances where interactions with colleagues can generate pressure. For example, it could be an underperforming coworker, an indecisive client, or an unreasonable manager. You may even encounter someone who's insensitive or underhanded. Such pressures often build over time.
Pressure-induced stress can cause behaviors that create tension in the workplace if they're not managed properly. Typical reactions include irritability, lashing out in anger, actively avoiding people, or vocally being hypercritical of others. In pressure situations, the preferred action is to remain calm, professional, and deal with the issue assertively.
This course will explore the impact of pressure on work relationships through introducing the four typical work styles: expressives, drivers, amiables, and analysts.
You'll learn a technique to help you manage your own reactions, and also a technique for how to deal constructively with other people when they're reacting to stress.
The final technique will help you handle stressful interactions by monitoring your feelings, and pausing to replace negative thoughts with positive thoughts to prepare you to interact positively.
Next, before actually starting the course, a short video that will improve your learning experience.
Full course: https://www.udemy.com/performance-under-pressure-effective-human-interactions/?couponCode=PROMONOW
Friday, December 4, 2015
Performance Under Pressure - Effective Human Interactions: About the Course
Full course: https://www.udemy.com/performance-under-pressure-effective-human-interactions/?couponCode=PROMONOW
Welcome! This is Sorin, and you are inside the Performance Under Pressure course. This is the third and last part of a series of three courses and focuses on Effective Human Interactions.
And, in this course, you are going to learn to prevent and deal with negative pressure, manage your reactions, deal with colleagues and stressful situations.
High-pressure environments can be hard on professional relationships. You can so easily get caught up with a major project or looming deadline that your interpersonal skills slip. Under pressure, you may start to make instinctive emotional reactions as your awareness of others' feelings fades.
But, to be as effective as possible, you need the support of others, and high-pressure situations are no exception.
This course helps you develop skills you need to recognize your personal reaction to pressure and how it impacts your relationships with others. It shows how you can consciously control your interpersonal reactions when under pressure and how to avoid unnecessary tensions.
And it details a step-by-step process you can use to stay in control when you're faced with a high-pressure interaction.
This all enables you to recognize the importance of professional relationships, and it helps you to stay in control and make the right moves when you're performing with others under pressure.
Professionals who want to develop their abilities to manage the stress that comes with working under pressure and anyone who wants to develop or refine their skills for performing under pressure.
After completing this course you will be able to:
understand negative reactions to pressure in the workplace and not only
use a step-by-step approach for managing your reactions in pressure situations
deal with a colleague, a friend or anyone else under pressure
be prepared to manage potentially stressful interactions
So, thank you for taking this course. Next you are going to have a short course overview, followed by a video on how to use Udemy for a better learning experience. And after, you are going to learn about the impact of pressure on work relations and not only, how to deal with reactions to pressure and manage stressful interactions.
That’s it for now. See you on the course!
Full course: https://www.udemy.com/performance-under-pressure-effective-human-interactions/?couponCode=PROMONOW
Welcome! This is Sorin, and you are inside the Performance Under Pressure course. This is the third and last part of a series of three courses and focuses on Effective Human Interactions.
And, in this course, you are going to learn to prevent and deal with negative pressure, manage your reactions, deal with colleagues and stressful situations.
High-pressure environments can be hard on professional relationships. You can so easily get caught up with a major project or looming deadline that your interpersonal skills slip. Under pressure, you may start to make instinctive emotional reactions as your awareness of others' feelings fades.
But, to be as effective as possible, you need the support of others, and high-pressure situations are no exception.
This course helps you develop skills you need to recognize your personal reaction to pressure and how it impacts your relationships with others. It shows how you can consciously control your interpersonal reactions when under pressure and how to avoid unnecessary tensions.
And it details a step-by-step process you can use to stay in control when you're faced with a high-pressure interaction.
This all enables you to recognize the importance of professional relationships, and it helps you to stay in control and make the right moves when you're performing with others under pressure.
Professionals who want to develop their abilities to manage the stress that comes with working under pressure and anyone who wants to develop or refine their skills for performing under pressure.
After completing this course you will be able to:
understand negative reactions to pressure in the workplace and not only
use a step-by-step approach for managing your reactions in pressure situations
deal with a colleague, a friend or anyone else under pressure
be prepared to manage potentially stressful interactions
So, thank you for taking this course. Next you are going to have a short course overview, followed by a video on how to use Udemy for a better learning experience. And after, you are going to learn about the impact of pressure on work relations and not only, how to deal with reactions to pressure and manage stressful interactions.
That’s it for now. See you on the course!
Full course: https://www.udemy.com/performance-under-pressure-effective-human-interactions/?couponCode=PROMONOW
Thursday, November 26, 2015
Performance Under Pressure: The Right Attitude - Taking Control While Under Pressure
Full course: https://www.udemy.com/performance-under-pressure-the-right-attitude/?couponCode=PROMONOW
Sometimes, despite your best efforts, you'll find that you can't control all the external factors that cause you to experience pressure. However, you can control your reaction to pressure.
This will help you avoid wasting energy on negative emotions that can impede your performance at work. It's best to adopt an attitude of control for performing under pressure.
Avoid making instinctive reactions. Think everything through instead so that your reaction is more considered and appropriate.
Principles to Control Your Reaction
There are two main principles to follow to control your reaction to pressure. First, take control of yourself. And second, cultivate a success mentality. But what does the first principle mean?
Taking control of yourself
Taking control of yourself means taking stock of your emotions, establishing a sense of calm, accepting that you can't control everything, and using self-talk as a reminder.
Taking stock of your emotions involves identifying what your feelings are when you're under pressure and how these feelings impact your behavior and your relationships with others. If you do this objectively, you'll create an early warning system for yourself.
For instance, if you're feeling frustrated because of pressure, will this make you difficult to approach? If you're able to anticipate the negative tendencies that these feelings cause, you may be able to avoid them.
Consider this example. Corbin is a quality control supervisor for a dairy processing company. In the past, pressure caused him to become withdrawn and his colleagues found it difficult to deal with him. After he identified this tendency in himself, Corbin made an effort to be more communicative if he felt under pressure. He found this actually relieved some of his stress.
Control Your Emotions
Another aspect of taking stock of your emotions is to realize that experiencing high pressure can cause you to lose control. As pressure increases, your responses may become more instinctive and reactive.
You should try to be more measured and precise in your responses when you're under pressure. Try not to let your emotions dictate how you respond.
Tina, for example, is a hospital administrator who was under pressure to quickly transfer a large number of patient details to a database. She grew irritable and responded harshly to a friendly query from a colleague. But when she realized the effect of her behavior, she became more aware of how she had lost control of her emotions. She is now determined to keep her reactions more controlled when she's under pressure. (...)
Full course: https://www.udemy.com/performance-under-pressure-the-right-attitude/?couponCode=PROMONOW
Sometimes, despite your best efforts, you'll find that you can't control all the external factors that cause you to experience pressure. However, you can control your reaction to pressure.
This will help you avoid wasting energy on negative emotions that can impede your performance at work. It's best to adopt an attitude of control for performing under pressure.
Avoid making instinctive reactions. Think everything through instead so that your reaction is more considered and appropriate.
Principles to Control Your Reaction
There are two main principles to follow to control your reaction to pressure. First, take control of yourself. And second, cultivate a success mentality. But what does the first principle mean?
Taking control of yourself
Taking control of yourself means taking stock of your emotions, establishing a sense of calm, accepting that you can't control everything, and using self-talk as a reminder.
Taking stock of your emotions involves identifying what your feelings are when you're under pressure and how these feelings impact your behavior and your relationships with others. If you do this objectively, you'll create an early warning system for yourself.
For instance, if you're feeling frustrated because of pressure, will this make you difficult to approach? If you're able to anticipate the negative tendencies that these feelings cause, you may be able to avoid them.
Consider this example. Corbin is a quality control supervisor for a dairy processing company. In the past, pressure caused him to become withdrawn and his colleagues found it difficult to deal with him. After he identified this tendency in himself, Corbin made an effort to be more communicative if he felt under pressure. He found this actually relieved some of his stress.
Control Your Emotions
Another aspect of taking stock of your emotions is to realize that experiencing high pressure can cause you to lose control. As pressure increases, your responses may become more instinctive and reactive.
You should try to be more measured and precise in your responses when you're under pressure. Try not to let your emotions dictate how you respond.
Tina, for example, is a hospital administrator who was under pressure to quickly transfer a large number of patient details to a database. She grew irritable and responded harshly to a friendly query from a colleague. But when she realized the effect of her behavior, she became more aware of how she had lost control of her emotions. She is now determined to keep her reactions more controlled when she's under pressure. (...)
Full course: https://www.udemy.com/performance-under-pressure-the-right-attitude/?couponCode=PROMONOW
Wednesday, November 25, 2015
Performance Under Pressure: The Right Attitude - Having the Right Attitude
Full course: https://www.udemy.com/performance-under-pressure-the-right-attitude/?couponCode=PROMONOW
Work-related pressure can occur in any profession or industry. In some situations, it can lead to stress and this can cause suboptimal performance. Maybe you know a colleague who is very competent and efficient. But in pressurized situations, that person's ability and judgment becomes seriously impaired.
This is why it's crucial to develop the right attitude while under pressure. Doing so will help you to optimize your performance, increase your energy levels, recognize opportunities, and respond creatively to challenges.
Optimize Your Performance
The first benefit of developing the right attitude while under pressure is that it can optimize your performance. An optimistic and positive outlook will help you to achieve your goals.
Optimism can strengthen your resilience. In difficult situations when you're experiencing pressure, you need to stand firm. Having a positive attitude can make this easier to do.
Spence, for example, has recently qualified as an insurance actuary. He has an enthusiastic and positive attitude. This contributes to his levels of happiness and perseverance. Both these elements contribute to better levels of performance.
Increase Your Energy
The second benefit of developing the right attitude while under pressure is that it can increase your energy levels by controlling your stress. Stress can sap your energy and negatively affect your mood. If you don't control your stress, it may overwhelm you and reduce your productivity. Losing control over your stress causes you to focus your concentration on negative mental processes.
Because Spence is new to his position, he is experiencing stress. But he develops a positive approach to stress and uses his energy to concentrate on productive outcomes.
Recognizing Opportunities
Recognizing opportunities is the third benefit of cultivating the right attitude while under pressure. You should view pressure as an opportunity to find solutions.
The perceptions of people with negative attitudes tend to become skewed. If the boss makes a small criticism, it gets seen as an attack on your entire performance, which increases the feeling of pressure. But with the right attitude, you can find opportunities in what appear to be problems.
Spence maintains a positive attitude. Instead of being weighed down by the pressure of a tight deadline, he sees his assignment as an opportunity to show what he's capable of.
Respond Creatively to Challenges
The final benefit of developing the right attitude when under pressure is that it enables you to respond creatively to challenges. A positive attitude can free your mind to think creatively and laterally about a situation that is causing pressure.
Spence for instance, uses many different perspectives such as entrepreneur, dreamer, optimist, strategist, and architect. (...)
Full course: https://www.udemy.com/performance-under-pressure-the-right-attitude/?couponCode=PROMONOW
Work-related pressure can occur in any profession or industry. In some situations, it can lead to stress and this can cause suboptimal performance. Maybe you know a colleague who is very competent and efficient. But in pressurized situations, that person's ability and judgment becomes seriously impaired.
This is why it's crucial to develop the right attitude while under pressure. Doing so will help you to optimize your performance, increase your energy levels, recognize opportunities, and respond creatively to challenges.
Optimize Your Performance
The first benefit of developing the right attitude while under pressure is that it can optimize your performance. An optimistic and positive outlook will help you to achieve your goals.
Optimism can strengthen your resilience. In difficult situations when you're experiencing pressure, you need to stand firm. Having a positive attitude can make this easier to do.
Spence, for example, has recently qualified as an insurance actuary. He has an enthusiastic and positive attitude. This contributes to his levels of happiness and perseverance. Both these elements contribute to better levels of performance.
Increase Your Energy
The second benefit of developing the right attitude while under pressure is that it can increase your energy levels by controlling your stress. Stress can sap your energy and negatively affect your mood. If you don't control your stress, it may overwhelm you and reduce your productivity. Losing control over your stress causes you to focus your concentration on negative mental processes.
Because Spence is new to his position, he is experiencing stress. But he develops a positive approach to stress and uses his energy to concentrate on productive outcomes.
Recognizing Opportunities
Recognizing opportunities is the third benefit of cultivating the right attitude while under pressure. You should view pressure as an opportunity to find solutions.
The perceptions of people with negative attitudes tend to become skewed. If the boss makes a small criticism, it gets seen as an attack on your entire performance, which increases the feeling of pressure. But with the right attitude, you can find opportunities in what appear to be problems.
Spence maintains a positive attitude. Instead of being weighed down by the pressure of a tight deadline, he sees his assignment as an opportunity to show what he's capable of.
Respond Creatively to Challenges
The final benefit of developing the right attitude when under pressure is that it enables you to respond creatively to challenges. A positive attitude can free your mind to think creatively and laterally about a situation that is causing pressure.
Spence for instance, uses many different perspectives such as entrepreneur, dreamer, optimist, strategist, and architect. (...)
Full course: https://www.udemy.com/performance-under-pressure-the-right-attitude/?couponCode=PROMONOW
Sunday, November 22, 2015
Performance Under Pressure: The Right Attitude - Pressure Responses
Full course: https://www.udemy.com/performance-under-pressure-the-right-attitude/?couponCode=PROMONOW
Restoring the Balance
Experiencing excessive stress triggers different emotions in a person that cause an imbalance to occur. Instead of being calm, a person becomes worried or begins to act in an uncharacteristic manner. To restore the balance and neutralize the impact of stress, the human body releases endorphins.
This can have serious consequences because endorphins dull a person's ability to think and feel. Both abilities affect a person's decision-making and interpersonal skills. This is why stress can impair your work performance.
If you want to perform to the best of your ability at work, you need to successfully manage your relationships, imagination, emotions, and cognition. Stress that is caused by pressure can negatively affect these areas.
Impact of Stress
The following areas are negatively impacted by stress:
• Relationships
• Imagination
• Emotions
• Cognition
Relationships
Stress can negatively affect your working relationships by making you less sensitive to the needs of others and by reducing your ability to show empathy.
To survive a stressful situation, you might block out other people and concentrate on doing everything you can to relieve the stress. This survival mechanism reduces your interpersonal skills and can lead to workplace conflict.
For example, Violet is a teller in a bank. She is experiencing stress because her computer system keeps crashing and there's a long line of customers waiting. Her colleague Penny — who has just started working for the bank — asks her a question about a currency exchange rate but Violet dismisses her with a shrug. Penny's feelings are hurt.
Imagination
High stress can have a negative impact on your imagination by diminishing your ability to think in a creative way. That's because it puts a physiological and psychological strain on the human brain, which compromises creativity.
This can have serious implications in the workplace because imagination is a key driver of business innovation.
Take Leroy, an advertising executive. He's feeling stressed because he has been asked to create a new advertising concept for a client. Because the stress affects Leroy's creativity, he (...)
Full course: https://www.udemy.com/performance-under-pressure-the-right-attitude/?couponCode=PROMONOW
Restoring the Balance
Experiencing excessive stress triggers different emotions in a person that cause an imbalance to occur. Instead of being calm, a person becomes worried or begins to act in an uncharacteristic manner. To restore the balance and neutralize the impact of stress, the human body releases endorphins.
This can have serious consequences because endorphins dull a person's ability to think and feel. Both abilities affect a person's decision-making and interpersonal skills. This is why stress can impair your work performance.
If you want to perform to the best of your ability at work, you need to successfully manage your relationships, imagination, emotions, and cognition. Stress that is caused by pressure can negatively affect these areas.
Impact of Stress
The following areas are negatively impacted by stress:
• Relationships
• Imagination
• Emotions
• Cognition
Relationships
Stress can negatively affect your working relationships by making you less sensitive to the needs of others and by reducing your ability to show empathy.
To survive a stressful situation, you might block out other people and concentrate on doing everything you can to relieve the stress. This survival mechanism reduces your interpersonal skills and can lead to workplace conflict.
For example, Violet is a teller in a bank. She is experiencing stress because her computer system keeps crashing and there's a long line of customers waiting. Her colleague Penny — who has just started working for the bank — asks her a question about a currency exchange rate but Violet dismisses her with a shrug. Penny's feelings are hurt.
Imagination
High stress can have a negative impact on your imagination by diminishing your ability to think in a creative way. That's because it puts a physiological and psychological strain on the human brain, which compromises creativity.
This can have serious implications in the workplace because imagination is a key driver of business innovation.
Take Leroy, an advertising executive. He's feeling stressed because he has been asked to create a new advertising concept for a client. Because the stress affects Leroy's creativity, he (...)
Full course: https://www.udemy.com/performance-under-pressure-the-right-attitude/?couponCode=PROMONOW
Thursday, November 19, 2015
Performance Under Pressure: Taking Action - Design a Plan of Action
Full Course: https://www.udemy.com/performance-under-pressure-taking-action/?couponCode=PROMONOW
Once you've decided on a solution, the final step is to design a plan of action to implement the solution you've chosen. The first thing you should do is divide what needs to be done into manageable tasks or steps that can be accomplished with relative ease. This can help to keep you from being overwhelmed by the pressure, or becoming paralyzed by over-analysis.
Planning Your Actions
When you have a manageable set of tasks prepared, you should then assign specific times to them. This helps keep you committed, and stops you from spending too much time on any one task.
Ensure that one item on your action plan can be done immediately to build momentum. This should be something that you can do as soon as you finish writing your action plan. This is important because if you don't include something you can do right away, you're more likely to fall prey to procrastination.
To meet his goal of redesigning the dam in order to stay on schedule, Ralph puts together a plan of action. He plans to begin by contacting his team of engineers by e-mail to explain the situation and arrange a meeting. Ralph wants to begin with this step so he can take immediate action and build momentum toward achieving his goal.
Next, he'll consult a materials expert to discuss his options. Ralph will also consult a local engineer from the region where the work is being done to come up with ways to save money, such as hiring local labor. Finally, he'll prepare a new design and have it reviewed by his superior to ensure its accuracy. He schedules each of these steps to be completed within three days so a meeting can take place at the end of the week.
Exercise - Design a Plan of Action
Stacey is a web designer. Her current project is more complex than projects she's had in the past. Her goal is to achieve the same standard of excellence that has come to characterize her work.
What actions should Stacey perform in the fourth step of the method?
Options:
1 - Break the project into having a meeting with the client, doing research for the project, sketching a design, and programming the site.
2 - Make a schedule of times for the tasks she has broken the project into.
3 - Start by e-mailing the client to book a time to meet.
4 - Decide how long she can spend designing the web site.
5 - Ask herself what sort of outcome will satisfy her in the long run.
Answer:
Option 1: This option is correct. Dividing what has to be done into manageable tasks will help Stacey to keep moving from one task to the next and avoid paralysis. (...)
Full Course: https://www.udemy.com/performance-under-pressure-taking-action/?couponCode=PROMONOW
Once you've decided on a solution, the final step is to design a plan of action to implement the solution you've chosen. The first thing you should do is divide what needs to be done into manageable tasks or steps that can be accomplished with relative ease. This can help to keep you from being overwhelmed by the pressure, or becoming paralyzed by over-analysis.
Planning Your Actions
When you have a manageable set of tasks prepared, you should then assign specific times to them. This helps keep you committed, and stops you from spending too much time on any one task.
Ensure that one item on your action plan can be done immediately to build momentum. This should be something that you can do as soon as you finish writing your action plan. This is important because if you don't include something you can do right away, you're more likely to fall prey to procrastination.
To meet his goal of redesigning the dam in order to stay on schedule, Ralph puts together a plan of action. He plans to begin by contacting his team of engineers by e-mail to explain the situation and arrange a meeting. Ralph wants to begin with this step so he can take immediate action and build momentum toward achieving his goal.
Next, he'll consult a materials expert to discuss his options. Ralph will also consult a local engineer from the region where the work is being done to come up with ways to save money, such as hiring local labor. Finally, he'll prepare a new design and have it reviewed by his superior to ensure its accuracy. He schedules each of these steps to be completed within three days so a meeting can take place at the end of the week.
Exercise - Design a Plan of Action
Stacey is a web designer. Her current project is more complex than projects she's had in the past. Her goal is to achieve the same standard of excellence that has come to characterize her work.
What actions should Stacey perform in the fourth step of the method?
Options:
1 - Break the project into having a meeting with the client, doing research for the project, sketching a design, and programming the site.
2 - Make a schedule of times for the tasks she has broken the project into.
3 - Start by e-mailing the client to book a time to meet.
4 - Decide how long she can spend designing the web site.
5 - Ask herself what sort of outcome will satisfy her in the long run.
Answer:
Option 1: This option is correct. Dividing what has to be done into manageable tasks will help Stacey to keep moving from one task to the next and avoid paralysis. (...)
Full Course: https://www.udemy.com/performance-under-pressure-taking-action/?couponCode=PROMONOW
Wednesday, November 18, 2015
Performance Under Pressure: Taking Action - Generate and Evaluate Solutions
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Once you've defined your challenge and identified your goal, the third step is to generate and evaluate possible solutions. This involves thinking about what kind of actions you could take and the effects they may have. You can begin by imagining a variety of alternative solutions to the problem.
Generating Solutions
Then try to think of any potential negative effects. You may also want to discuss solutions with a colleague or mentor. For example, perhaps you're thinking of how to manage a difficult customer. Having an experienced colleague evaluate your solutions may be helpful.
Finally, select the best solution from your list. This may be the one that's most practical, or that offers the most advantages and fewest drawbacks.
Evaluating Potential Solutions
Considering a variety of solutions increases the value of the action you ultimately decide on. This is because it not only allows you to think about what else you could've done, but also provides you with a clear rationale for your decision.
Ralph considers potential solutions. He thinks he could appeal to the funding agency to renegotiate the project budget. Alternatively, he could ask the other engineers for ways to reduce the construction costs. Or he could stay the course and hope that if he does go over budget, the agency will be forced to cover the extra costs.
Ralph thinks that the first option is unlikely, since the agency isn't known for loosening budgetary constraints. Similarly, if he doesn't redesign the project, it will almost certainly exceed the revised budget, which will have serious consequences.
Ralph decides that he should meet with his team of specialists to find options for reducing the cost of the project.
Exercise - Generating and Evaluating Solutions
Blanche is a writer at a magazine. She hasn't been able to confirm several quotations she plans to include as part of her story and her deadline is drawing near.
Which actions are appropriate for the third step of the method?
Options:
1 - Suggest changing the focus of the story to highlight her confirmed research.
2 - Consider that if she keeps the story as it is, and the unchecked quotations are discovered, she could lose her job.
3 - Ask another journalist to have a look at her options.
4 - Ask to have her deadline extended. (...)
Full Course: https://www.udemy.com/performance-under-pressure-taking-action/?couponCode=PROMONOW
Once you've defined your challenge and identified your goal, the third step is to generate and evaluate possible solutions. This involves thinking about what kind of actions you could take and the effects they may have. You can begin by imagining a variety of alternative solutions to the problem.
Generating Solutions
Then try to think of any potential negative effects. You may also want to discuss solutions with a colleague or mentor. For example, perhaps you're thinking of how to manage a difficult customer. Having an experienced colleague evaluate your solutions may be helpful.
Finally, select the best solution from your list. This may be the one that's most practical, or that offers the most advantages and fewest drawbacks.
Evaluating Potential Solutions
Considering a variety of solutions increases the value of the action you ultimately decide on. This is because it not only allows you to think about what else you could've done, but also provides you with a clear rationale for your decision.
Ralph considers potential solutions. He thinks he could appeal to the funding agency to renegotiate the project budget. Alternatively, he could ask the other engineers for ways to reduce the construction costs. Or he could stay the course and hope that if he does go over budget, the agency will be forced to cover the extra costs.
Ralph thinks that the first option is unlikely, since the agency isn't known for loosening budgetary constraints. Similarly, if he doesn't redesign the project, it will almost certainly exceed the revised budget, which will have serious consequences.
Ralph decides that he should meet with his team of specialists to find options for reducing the cost of the project.
Exercise - Generating and Evaluating Solutions
Blanche is a writer at a magazine. She hasn't been able to confirm several quotations she plans to include as part of her story and her deadline is drawing near.
Which actions are appropriate for the third step of the method?
Options:
1 - Suggest changing the focus of the story to highlight her confirmed research.
2 - Consider that if she keeps the story as it is, and the unchecked quotations are discovered, she could lose her job.
3 - Ask another journalist to have a look at her options.
4 - Ask to have her deadline extended. (...)
Full Course: https://www.udemy.com/performance-under-pressure-taking-action/?couponCode=PROMONOW
Monday, November 16, 2015
Performance Under Pressure: Taking Action - Defining the Challenge
Full Course: https://www.udemy.com/performance-under-pressure-taking-action/?couponCode=PROMONOW
To take action in high pressure situations, you need to first make sure you've optimized how you look at the challenge. This means asking whether your perception may be distorted by emotion and revising any thoughts that are obscured. Then you should clarify what the real challenge is.
The Effective Action Method
When you have a clear idea of the challenge, you can follow a four-step method to take effective action. The first step is to question the challenge. The second step is to identify your goal. The third step is to generate and evaluate possible solutions. And the fourth step is to design an action plan.
The first step of the method, question the challenge, involves asking questions that focus on the challenge. For example, ask yourself, "How urgent is it?" This prompts you to consider a timeline for dealing with the issue at hand.
You should also ask "How much time do I have to address it?" Only by establishing the urgency of a problem and the time that's available can you evaluate how best to resolve the challenge.
Finally, ask "What additional information do I need to be able to respond to it?" This ensures that you have a detailed understanding of the problem before taking action.
Consider Ralph, an engineer managing a project to build a dam. A couple of weeks before submitting the plans, Ralph learns from the development agency that the budget has shrunk by a significant margin.
Ralph is frustrated because this agency has previously miscalculated budgets, leaving others in his position to find a solution. Ralph decides that he needs to address this problem before the design is submitted.
Ralph begins by making sure to keep the challenge in perspective. He notes that he has roughly one week to deal with this urgent issue, and may need to consult experts for technical information.
Exercise - Defining the Challenge
You're a systems analyst at a technical support company. Recently, the software you set up has been causing some problems. You've been approached by several employees experiencing difficulties, which seem to be escalating.
Which examples illustrate things you should do as part of the first step in the process of taking action?
Options:
1 - Assess how damaging the problem is.
2 - Determine how soon the malfunctioning software needs to be repaired.
3 - Speak to people from each area experiencing difficulties.
4 - Consider enlisting an external specialist.
5 - List each set of repairs needed. (...)
Full Course: https://www.udemy.com/performance-under-pressure-taking-action/?couponCode=PROMONOW
To take action in high pressure situations, you need to first make sure you've optimized how you look at the challenge. This means asking whether your perception may be distorted by emotion and revising any thoughts that are obscured. Then you should clarify what the real challenge is.
The Effective Action Method
When you have a clear idea of the challenge, you can follow a four-step method to take effective action. The first step is to question the challenge. The second step is to identify your goal. The third step is to generate and evaluate possible solutions. And the fourth step is to design an action plan.
The first step of the method, question the challenge, involves asking questions that focus on the challenge. For example, ask yourself, "How urgent is it?" This prompts you to consider a timeline for dealing with the issue at hand.
You should also ask "How much time do I have to address it?" Only by establishing the urgency of a problem and the time that's available can you evaluate how best to resolve the challenge.
Finally, ask "What additional information do I need to be able to respond to it?" This ensures that you have a detailed understanding of the problem before taking action.
Consider Ralph, an engineer managing a project to build a dam. A couple of weeks before submitting the plans, Ralph learns from the development agency that the budget has shrunk by a significant margin.
Ralph is frustrated because this agency has previously miscalculated budgets, leaving others in his position to find a solution. Ralph decides that he needs to address this problem before the design is submitted.
Ralph begins by making sure to keep the challenge in perspective. He notes that he has roughly one week to deal with this urgent issue, and may need to consult experts for technical information.
Exercise - Defining the Challenge
You're a systems analyst at a technical support company. Recently, the software you set up has been causing some problems. You've been approached by several employees experiencing difficulties, which seem to be escalating.
Which examples illustrate things you should do as part of the first step in the process of taking action?
Options:
1 - Assess how damaging the problem is.
2 - Determine how soon the malfunctioning software needs to be repaired.
3 - Speak to people from each area experiencing difficulties.
4 - Consider enlisting an external specialist.
5 - List each set of repairs needed. (...)
Full Course: https://www.udemy.com/performance-under-pressure-taking-action/?couponCode=PROMONOW
Sunday, November 15, 2015
Performance Under Pressure: Taking Action - Identifying the Challenge
Full Course: https://www.udemy.com/performance-under-pressure-taking-action/?couponCode=PROMONOW
Under pressure, responses to situations are often emotional and based on automatic thoughts. These include having a negative bias, blame, emotive reasoning, and exaggeration. To begin taking appropriate action in the face of pressure, you need to recognize what exactly the challenge is, and distinguish between automatic thoughts and emotional reactions.
Recognize the Challenge
The next step is to determine what exactly needs to be accomplished. This allows you to minimize emotional distractions and focus on dealing with the situation. Finally, this clarifies your priorities and, when others are involved, helps to establish a common understanding of the issue.
Take Alan, for example, a salesman at an online advertising agency. He's been missing his sales targets lately and is facing pressure to improve his performance. During the last week of a sales period, Alan still hasn't reached his target. In response to this pressure, Alan's thoughts are being distorted by his negative bias, blame, emotive reasoning, and exaggeration.
Negative Bias
Alan thinks he's struggling because he's unlikable. He can't make sales because his personality simply turns his customers off before he can make his pitch. Following this train of thought, Alan's sales continue to decline.
Blame
Alan shows his frustration by blaming himself for being a poor salesman, and blaming his boss for not providing him with adequate training. Alan is very upset about this by the time his performance review arrives, and he confronts his boss about his lack of training.
Emotive Reasoning
Alan feels that he hasn't been trained properly. He thinks this is because his colleagues see him as a lost cause. Alan imagines that the other salesmen think that he'll never succeed as a salesman, but they aren't able to be honest with him. Alan figures that they're simply humoring him until finally he becomes frustrated and quits.
Exaggeration
Alan's sales aren't as bad as he thinks. But his train of thought allows him to believe that something is fundamentally wrong, leading to a host of negative conclusions.
It would be a great help for Alan to consider how the real challenge before him is being colored by his emotions and automatic thoughts. By stripping away these emotional hooks, Alan would recognize that what he needs to accomplish is an increase in his sales. Reducing his emotional distractions would help him focus on improvement — such as seeking the training he feels he needs – which could also increase his confidence. (...)
Full Course: https://www.udemy.com/performance-under-pressure-taking-action/?couponCode=PROMONOW
Under pressure, responses to situations are often emotional and based on automatic thoughts. These include having a negative bias, blame, emotive reasoning, and exaggeration. To begin taking appropriate action in the face of pressure, you need to recognize what exactly the challenge is, and distinguish between automatic thoughts and emotional reactions.
Recognize the Challenge
The next step is to determine what exactly needs to be accomplished. This allows you to minimize emotional distractions and focus on dealing with the situation. Finally, this clarifies your priorities and, when others are involved, helps to establish a common understanding of the issue.
Take Alan, for example, a salesman at an online advertising agency. He's been missing his sales targets lately and is facing pressure to improve his performance. During the last week of a sales period, Alan still hasn't reached his target. In response to this pressure, Alan's thoughts are being distorted by his negative bias, blame, emotive reasoning, and exaggeration.
Negative Bias
Alan thinks he's struggling because he's unlikable. He can't make sales because his personality simply turns his customers off before he can make his pitch. Following this train of thought, Alan's sales continue to decline.
Blame
Alan shows his frustration by blaming himself for being a poor salesman, and blaming his boss for not providing him with adequate training. Alan is very upset about this by the time his performance review arrives, and he confronts his boss about his lack of training.
Emotive Reasoning
Alan feels that he hasn't been trained properly. He thinks this is because his colleagues see him as a lost cause. Alan imagines that the other salesmen think that he'll never succeed as a salesman, but they aren't able to be honest with him. Alan figures that they're simply humoring him until finally he becomes frustrated and quits.
Exaggeration
Alan's sales aren't as bad as he thinks. But his train of thought allows him to believe that something is fundamentally wrong, leading to a host of negative conclusions.
It would be a great help for Alan to consider how the real challenge before him is being colored by his emotions and automatic thoughts. By stripping away these emotional hooks, Alan would recognize that what he needs to accomplish is an increase in his sales. Reducing his emotional distractions would help him focus on improvement — such as seeking the training he feels he needs – which could also increase his confidence. (...)
Full Course: https://www.udemy.com/performance-under-pressure-taking-action/?couponCode=PROMONOW
Saturday, November 14, 2015
Performance Under Pressure: Taking Action - Revising Automatic Thoughts
Full Course: https://www.udemy.com/performance-under-pressure-taking-action/?couponCode=PROMONOW
We are going to start this lecture with an example.
Consider Alfred, a technology researcher with an electronics company. His boss asked him to give a presentation about his current research to the company's executive board. Whether Alfred sees this as an exciting opportunity or as an incitement of anxiety largely depends on how he deals with pressured situations.
Automatic Thoughts
The stress you feel in a situation can be influenced by how you interpret the situation. When you perceive a situation negatively, you may perform below your ability. To help you perceive a situation more clearly, you can follow a four-step method. First, notice automatic thoughts. Second, identify distortions. Third, question whether there's evidence for these thoughts. And fourth, revise these thoughts, and apply more constructive interpretations.
Notice Automatic Thoughts
The first step is to notice automatic thoughts. If your thoughts are untrue, negative, or contrary to your best interests, they may have negative consequences. Many thoughts are unconscious and automatic. These thoughts — such as hypertension and hyperventilation — that can make you more susceptible to negative reactions. Learning to recognize how thoughts are distorted can help improve your performance under pressure.
For example, if you're convinced that your teammate is subverting your performance, you're likely to waste energy looking for evidence of this instead of focusing on doing your best work.
Identify Distorsions
The second step for improving how you look at a situation is to identify distortions. There are several types of thought distortion that often occur when you're under pressure.
First is the tendency to view situations in terms of all or nothing, through overgeneralization. Second is having a negative bias. Third is being prone to emotive reasoning. Fourth is engaging in exaggeration. And fifth is the tendency to wrongly place blame on others, or on yourself.
All or Nothing
All or nothing thinking is characterized by thinking in terms of absolutes, such as "always," "never," or "every," or "none." This thinking can make situations seem hopeless.
For example, Jesse's boss told him and his team that their deadline had been moved up a week. Jesse's immediate reaction was that they'd never get the project done on time while fulfilling their other commitments. They'd have to drop everything and focus on this one task, but fail to deliver their other tasks on time.
By viewing the moved deadline as so burdensome and impossible, Jesse kept himself from finding a way to pull everyone together to succeed. (...)
Full Course: https://www.udemy.com/performance-under-pressure-taking-action/?couponCode=PROMONOW
We are going to start this lecture with an example.
Consider Alfred, a technology researcher with an electronics company. His boss asked him to give a presentation about his current research to the company's executive board. Whether Alfred sees this as an exciting opportunity or as an incitement of anxiety largely depends on how he deals with pressured situations.
Automatic Thoughts
The stress you feel in a situation can be influenced by how you interpret the situation. When you perceive a situation negatively, you may perform below your ability. To help you perceive a situation more clearly, you can follow a four-step method. First, notice automatic thoughts. Second, identify distortions. Third, question whether there's evidence for these thoughts. And fourth, revise these thoughts, and apply more constructive interpretations.
Notice Automatic Thoughts
The first step is to notice automatic thoughts. If your thoughts are untrue, negative, or contrary to your best interests, they may have negative consequences. Many thoughts are unconscious and automatic. These thoughts — such as hypertension and hyperventilation — that can make you more susceptible to negative reactions. Learning to recognize how thoughts are distorted can help improve your performance under pressure.
For example, if you're convinced that your teammate is subverting your performance, you're likely to waste energy looking for evidence of this instead of focusing on doing your best work.
Identify Distorsions
The second step for improving how you look at a situation is to identify distortions. There are several types of thought distortion that often occur when you're under pressure.
First is the tendency to view situations in terms of all or nothing, through overgeneralization. Second is having a negative bias. Third is being prone to emotive reasoning. Fourth is engaging in exaggeration. And fifth is the tendency to wrongly place blame on others, or on yourself.
All or Nothing
All or nothing thinking is characterized by thinking in terms of absolutes, such as "always," "never," or "every," or "none." This thinking can make situations seem hopeless.
For example, Jesse's boss told him and his team that their deadline had been moved up a week. Jesse's immediate reaction was that they'd never get the project done on time while fulfilling their other commitments. They'd have to drop everything and focus on this one task, but fail to deliver their other tasks on time.
By viewing the moved deadline as so burdensome and impossible, Jesse kept himself from finding a way to pull everyone together to succeed. (...)
Full Course: https://www.udemy.com/performance-under-pressure-taking-action/?couponCode=PROMONOW
Friday, November 13, 2015
Performance Under Pressure: Taking Action - Overcoming Over-Confidence
Full Course: https://www.udemy.com/performance-under-pressure-taking-action/?couponCode=PROMONOW
Overconfidence is the second tendency that some people have in high-pressure scenarios. Having a sense of confidence about yourself and your abilities is important. However, overconfidence can lead to failure.
The Negative Side of Over-confidence
Overconfidence leads people to underestimate challenges and fail to ask whether their skills, experience, and knowledge are sufficient to accomplish the task at hand. An example of an overconfident response is refusing to consider alternatives to opinions and decisions.
Because overconfident employees may act brashly, the consequences of their actions can be more damaging than those caused by overthinking. This is because their mistakes tend to be more elaborate, and so require far more time and effort to resolve.
Arrogance, if left unchecked, can lead to complacency. For example, you may become convinced that you no longer make trivial mistakes. Such a mindset makes it easy for you to miss simple errors in your work. Overconfidence can prevent you from seeking the help you may require to meet a given objective or achieve a set standard. This can lead you to repeat mistakes or get behind in your work.
Results of Over-confidence
Just as over-thinking results in too much attention being paid to the possibility of failure, overconfidence often leads to too much focus on the expected rewards of success. In both cases, your focus is drawn away from the task at hand, and directed to the outcome of the situation instead.
Take Dwayne, for example. He was recently promoted to the position of editor at a publishing house. Given an important manuscript as his first task, he began to go through it, not only making corrections, but also rewriting large sections that he felt were poorly researched and argued. Dwayne thought he'd been given too easy a task to begin with, but that he'd improved it with his superior understanding of the subject matter.
While working on the manuscript, Dwayne was offered help by experienced editors who remembered being bogged down by their first projects. But Dwayne refused assistance. He was so convinced of his skills that Dwayne felt he didn't need help to impress his superiors.
However, when the manuscript's author read Dwayne's changes, he was offended. Dwayne hadn't realized that the author was an expert in the field and that his own grasp of the material was elementary in contrast to the author. He was so focused on his own ability and ambition to impress that he didn't bother to check who the author was. (...)
Full Course: https://www.udemy.com/performance-under-pressure-taking-action/?couponCode=PROMONOW
Overconfidence is the second tendency that some people have in high-pressure scenarios. Having a sense of confidence about yourself and your abilities is important. However, overconfidence can lead to failure.
The Negative Side of Over-confidence
Overconfidence leads people to underestimate challenges and fail to ask whether their skills, experience, and knowledge are sufficient to accomplish the task at hand. An example of an overconfident response is refusing to consider alternatives to opinions and decisions.
Because overconfident employees may act brashly, the consequences of their actions can be more damaging than those caused by overthinking. This is because their mistakes tend to be more elaborate, and so require far more time and effort to resolve.
Arrogance, if left unchecked, can lead to complacency. For example, you may become convinced that you no longer make trivial mistakes. Such a mindset makes it easy for you to miss simple errors in your work. Overconfidence can prevent you from seeking the help you may require to meet a given objective or achieve a set standard. This can lead you to repeat mistakes or get behind in your work.
Results of Over-confidence
Just as over-thinking results in too much attention being paid to the possibility of failure, overconfidence often leads to too much focus on the expected rewards of success. In both cases, your focus is drawn away from the task at hand, and directed to the outcome of the situation instead.
Take Dwayne, for example. He was recently promoted to the position of editor at a publishing house. Given an important manuscript as his first task, he began to go through it, not only making corrections, but also rewriting large sections that he felt were poorly researched and argued. Dwayne thought he'd been given too easy a task to begin with, but that he'd improved it with his superior understanding of the subject matter.
While working on the manuscript, Dwayne was offered help by experienced editors who remembered being bogged down by their first projects. But Dwayne refused assistance. He was so convinced of his skills that Dwayne felt he didn't need help to impress his superiors.
However, when the manuscript's author read Dwayne's changes, he was offended. Dwayne hadn't realized that the author was an expert in the field and that his own grasp of the material was elementary in contrast to the author. He was so focused on his own ability and ambition to impress that he didn't bother to check who the author was. (...)
Full Course: https://www.udemy.com/performance-under-pressure-taking-action/?couponCode=PROMONOW
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