Anxiety:what employers need to know
Tuesday 6 March
DoubleTree by Hilton Swindon
Swindon Mindful Employer Network
Swindon Mindful Employer Network
ANXIETY – WHAT EMPLOYERS NEED TO KNOW
MELANIE RICHENS
THE PLAN FOR THIS MORNING
Why worry about anxiety – the statistics
What is anxiety?
What triggers anxiety
How to manage to avoid triggering anxiety
Practical strategies for dealing with
anxiety in self and others
Q & A
WHY SHOULD WE WORRY ABOUT ANXIETY?
Let’s see what you already know…
Introduce yourselves to each other and
if you already know, share what you
would like to get from today
There is a sheet of questions on each table
pool your resources and answer them as
a table
SO WHAT IS ANXIETY?
People experiencing anxiety are… highly focussed on what
could go wrong in the future, convinced it will happen and
then highly focussed on their own bodily reactions which
are seen as evidence that something is wrong or will go
wrong – these biases lead to a vicious cycle of fear and
apprehension that can seem difficult to escape from.
ANXIETY IS NOT THE SAME AS FEAR
Fear is a response to a
real or perceived
immediate threat;
Anxiety is the
expectation of future
threat.
IT’S A NATURAL PROCESS
Anxiety and the FIGHT OR FLIGHT response
Breathing more rapid – to get more oxygen in the blood
Heartbeat speeds up – to get the blood to the muscles
Blood diverted from the brain (makes us light headed & dizzy) and the stomach (causing “butterflies”)
Energy cannot be wasted digesting food in our system so we seek to get rid of it quickly – either through the mouth (feelings of nausea) or the other end (wanting to go to the toilet)
Other “energy wasting systems are shut down – e.g saliva
We sweat more to cool down all this energy production
The energy boost to the muscles makes them jumpy, jittery, jelly-like, on edge, and ready for action
IF IT WAS HAPPENING NOW –YOU’D DEAL WITH IT
THE ANXIETY TIMELINE
THE 5 MAIN
TRIGGERS
David Rock (2008)
THE SCARF MODEL
• being negatively judged, feeling put down, belittledStatus Status
• not knowing, lack of clarity, uncertaintyCertaintyCertainty
• lack of control, being controlled, not having a sayAutonomy Autonomy
• Not belonging, feeling isolated, not part of the team, not liked, misunderstoodRelatednessRelatedness
• Inequality, lack of recognition, lack of clear boundariesFairnessFairness
INADVERTENTLY CREATING ANXIETY
Sometimes anxiety can be provoked despite
having the best of intentions…
Watch the video – see if you can identify how
the manager is potentially triggering anxiety in
the team member. There are examples of each
of the 5 triggers.
SHARE WHAT YOU NOTICED
SOME PRACTICAL CONSIDERATIONS
By considering the SCARF triggers you will be:
Reducing the chances of creating anxiety
Creating a win-win situation – instead of cortisol and adrenaline,
“reward” hormones will be released instead
Endorphins – feel good
Dopamine – feeling of accomplishment when we are achieving goals
Seratonin – pride, feeling valued, recognition
Oxytocin – belonging, feeling loved
“Working hard for something we don’t care about is called stress. Working hard for something we love is called passion”
Simon Sinek
STATUS
When making changes – consider the (often subtle) factors
impacting individuals’ perceived status
Provide opportunities for learning and development – and
recognise it when it happens
Consider how feedback is given – “You’re not doing a good
job” versus “This project is not hitting its objectives”
Be mindful that for some people raising status can also
trigger a negative response
CERTAINTY
Communicate plans and strategies
Make things explicit (everyone’s obvious is different)
Provide “pockets” of certainty even in uncertain times
AUTONOMY
Don’t micromanage
Working in a team naturally results in a reduction of
autonomy – this threat can be neutralised by increase in
status, certainty and relatedness
Adopt a coaching approach – encourage employees to come
up with solutions
RELATEDNESS
Welcome new team members – generate feeling of
belonging
Provide team members with the opportunity to get to know
one another
Use formal buddy, mentor and/or coaching programmes to
foster connections
FAIRNESS
Provide increased transparency
Establish clear expectations and ground rules
Provide a perception of fairness by sharing the burden
NOW LET’S LOOK AT ANXIETY ITSELF
PUTTING IT SIMPLY…
Think an anxious thought (Pictures & Sounds)
Feel an anxious feeling
Behave in an anxious way
STRATEGIES FOR BREAKING THE ANXIETY CYCLE
Change the internal representation (pictures & sounds)
Challenge the generalisations
Change the feelings/state
Change the internal dialogue (slow it down)
CHANGING STATE
Move your body
7-11 breathing
CHANGE THE
INTERNAL
DIALOGUE
Slow it down…
CHALLENGE THE THINKING
Is the thought true? Can you absolutely know it?
How do you react, what happens, when you believe
that thought?
Who would you be without the thought?
What would the opposite be?
Find evidence to support the
opposite
FINAL ADVICE
Know your own triggers
Practise strategies for managing your state at the first sign of
anxiety
Know your colleagues – what are their triggers?
Manage with the SCARF model in mind
THE GOOD NEWS – ANXIETY REQUIRES A
PARTICULARLY USEFUL SET OF SKILLS
Would you hire someone with these skills and abilities:
Good at listening to own internal dialogue (can self-coach)
Can use past experience to predict future outcomes
Can “mind read” what others are thinking
Able to generalise from one experience to many
Has the courage of his/her own convictions – when the mind is made up he/she is focussed on the outcome
Has a good imagination – can visualise the future
Is great at assessing risk
QUESTIONS AND DISCUSSION
Any questions?
What one thing will you apply / do differently?
If you would like any more informationemail: [email protected]: www.ukcpd.net
Email if you would like details of ournext Anxiety Workshop
Next event:
Resilience:Rising to the Challenge
Tuesday 22nd May
WRc Plc, Blagrove, Swindon
Swindon Mindful Employer Network
Coffee Break
Swindon Mindful Employer Network