Executive Stress Antidote

November 21, 2023

You may need an executive stress antidote. Conditions in the world over the past few years have led to a much higher level of risk. If you are an executive, you may live in a very high-stress world.

The pressure for performance has caused health problems for numerous executives. The margin between success and failure is razor thin. Coupling that with a high degree of fluidity in working conditions makes the problem worse. It seems there is no way to avoid the incredible pressure executives face daily.

It is easy to feel powerless in a rut of never-ending expectations, not enough time, and frustrated co-workers. They go on with the same struggle daily, rarely gaining on the problems that are making them sick.

The Antidote

What if there was an executive stress antidote? You could get out from under the immense pressure and have the ability to relax. Would that be helpful?

There is a pathway to this kind of existence. The first step on the path is to acknowledge the problem and realize that continuing to live that way is untenable.

Step two is to realize that as a leader you have the power to make change. Take back that power, then commit to finding solutions.

There are always more solutions than you know, always another way. That new way is the antidote, but until you decide to make it a priority, you will remain stuck. Once you and your team commit to finding the antidote for your situation, everyone gets new power and inspiration.

The antidote involves carving out time to work with your organization to create an improved culture. Develop a new way of interacting, a new way of approaching the demands of the world. Committing to change, to a more successful approach to your challenges, opens the door to more productivity and success.

Document Behaviors

Investing in the culture means spending time with people learning how to work better as a team. It means documenting behaviors for how we treat each other to enable accountability. You must listen more often and more effectively to improve communication.

Building Trust

The executive stress antidote means learning to trust each other. More delegation is possible, and micromanagement is not necessary. The perceived need to micromanage creates a significant percentage of executive stress.

Be Vulnerable

Improving the culture means having the executive be more willing to be transparent and admit mistakes. This practice makes him or her more of a human being: subject to being vulnerable. It enables stronger rather than weaker leadership. The environment is relaxed and healthy.

Conclusion

Take back your power; commit to positive change. Reduce problems and replace them with sanity and the joy of achieving great goals together.

If you are an executive near the limit of endurance, try investing in the culture. It will have a much higher ROI than any other activity you can envision. It could even save your life!


Bob Whipple is CEO of Leadergrow, Inc. an organization dedicated to growing leaders. He can be reached at bwhipple@leadergrow.com. Website http://www.leadergrow.com BLOG http://www.thetrustambassador.com He is author of the following books: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind


Leadership Barometer 205 Monitor Stress Levels

July 19, 2023

Every leader should have a “check engine light” to monitor stress levels. To say that leaders have been under unusual stress over the past three years would be a huge understatement.

The function of a check engine light

When something is wrong with the engine in your car, it is not always evident to you.  The car seems to be performing normally. There is a problem lurking under the hood that will eventually need attention. The check engine light comes on so you can get it checked out before a catastrophic failure occurs.

My own experience

For a couple of years in my mid-career, I was dealing with too many stressors in my life.  My parents, who lived three hours away, were elderly and needed attention every week.  My workload just went up by 30% as I inherited three large departments making a total of twelve reporting to me. There were some health situations in my family that were scary. My home needed some repairs and a fresh coat of paint, but I had no time.

I honestly did not feel as though the stresses were too much for me to handle. I was “toughing it out” on a daily basis. Then, one morning after eating a bowl of cereal, I stood up and collapsed onto the floor. Later that day I checked my blood pressure at a health station at work. It was off the charts.

How I monitor stress levels

I started using blood pressure as a surrogate for my own check engine light.  I read my pressure several times each morning. I throw away the high number and the low number and average the rest.  That becomes a point on a graph that I have been maintaining for over 20 years.

Over 90 percent of the time I am within a small range in good control.  Occasionally, for no apparent reason, the chart will bounce up to an abnormal range for several days.  I am not aware of anything driving the change, but because of the signal, I can investigate.  Usually, I can identify the source of additional stress and eliminate it.  For example, I might be taking some antibiotics because of an infection.  I might be dealing with a membership issue in a volunteer organization.  I may be concerned because a trusted friend is acting irrationally. 

The cause is usually apparent

Whatever the cause, I soon figure out the reason for my change in condition.  Once I know the problem, it is normally an easy fix, and my pressure returns to the historic average. 

Conclusion

I recommend some form of a check engine light for all professionals.  It does not need to be blood pressure. Some people monitor their weight, others have a spouse tell them when they seem off the deep end. The idea is to have some signal that taps you on the shoulder when things are abnormal. It can save your life.

 

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: Trust in Transition: Navigating Organizational Change, The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, Leading with Trust is Like Sailing Downwind, and Trust in Transition: Navigating Organizational Change.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.  For more information, or to bring Bob in to speak at your next event, contact him at www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763

 

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Leadership Barometer 142 Antidote for Executive Stress

April 19, 2022

If you are in an executive position, chances are you live in a very high stress world. Conditions and events in the world over the past few years have led to a much higher level of complexity and risk in everything we do.

Just trying to manage a business in a hybrid world creates a steady stream of conundrums. It seems there is no way of avoiding the incredible pressure executives face daily.

What if there was a way you could get out from under the immense pressure and have the ability to relax, even though the challenges at work often seem insurmountable?  Would that be helpful? I truly believe there is a pathway to this kind of existence. It is right under your nose.

Unfortunately, most executives do not see the wisdom or power in the method I am about to explain, so they go on with the same struggle, day after day, rarely gaining on the very problems that are making them sick.

The Antidote

The antidote is to carve out time to work with your organization to create an improved culture. This suggestion sounds impossible to most CEOs I interview, because they are  fully consumed just trying to survive.

How could they possibly create enough slack time in the schedule to actually work on the culture? This attitude means these executives are literally stuck in the rut they hate with no viable way out.

I call this phenomenon the “Executive Whack-a-mole Syndrome.”  When top executives spend 100% of their time dealing with crises and problems, there is no time left to develop a culture of higher trust where there are fewer problems to solve.

Investing in the culture means spending time with people learning how to work better as a team. It means documenting your behaviors or how you intend to treat each other so it becomes possible to hold each other accountable. It means learning to listen more often and more effectively, so the communication problems are reduced.

Learning to Trust

Also, it means learning to trust each other, so more delegation is possible and the micromanagement is not necessary. The perceived need to micromanage creates a significant percentage of executive stress.

Improving the culture means having the executive be more willing to be transparent and admit mistakes.  This practice makes him or her more of a human being: subject to being fallible, but willing to be vulnerable and human.

This behavior enables stronger rather than weaker leadership. It also leads to an environment that is more relaxed and healthy.  In this culture, the problems are reduced and replaced with sanity and the joy of achieving great goals together. If you know an executive who is playing the Executive Whack-a-mole Game, print this article out and leave it someplace where it will be read.

If you are an executive who has nearly reached the limit of endurance, you might want to try investing in the culture. You will find it to have a much higher ROI than any other activity you can envision. It could even save your life!

 

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust.  He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.  Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.  .

 


Body Language 90 Blinking Rate

August 13, 2020

Earlier in this series, I discussed blinking rate briefly in an article about the eyes. In this article I will go into a more thorough analysis of the topic and share some helpful theories.

The first observation is that it is much easier to observe the blinking rate of another person than to monitor your own. Since the rate of blinking offers clues to what is going on with a person, the person doing the observing is usually at an advantage.

This difference in consciousness of blinking rate, can and often does, provide the astute observer significant insights that become important in many ways. Let’s take a look (no pun intended).

Normally, relaxed adult humans blink at a rate between 15 to 20 times a minute. There are some situations where a person’s habitual blink rate will be different from the standard rate. These would include wearing contact lenses, allergies, some foreign particle in the eye, and diseases such as schizophrenia (faster blink rate) or Parkinson’s disease (slower blink rate).

Curiously, babies have a much longer rate and only blink a couple times a minute. An article by Bahar Gholipoar in Lifescience suggests that the longer blink rate correlates with a less developed dopamine system in infants. Dopamine is one of the neurotransmitters that allows brain cells to communicate.

The most significant factor for blink rate in adults who are not suffering from a disease is the amount of mental tension they are feeling at the moment.

What is of interest in body language is whether there is a marked change in the blinking rate just after some situation or conversation. When a person is under stress, the blinking rate will start to increase without the person being aware of it.

If you observe someone going from a normal 15 per minute rate to 30 to 40 blinks a minute, that person is likely under a great deal of stress, but is often trying to hide that fact.

I learned that lesson years ago in a business negotiation with a vendor over price for some product. He tried the famous “Silent Treatment” with me in order to get a concession.

Since I was aware of his ploy, I just stared back at him and watched his blink rate. I saw it double then double again as his forehead began to perspire. I just watched and waited until he finally caved in.

I doubt that he even knew I was reading the stress level that was going on as observed in his blink rate, and I didn’t let him know I was doing it. If you would share that another person’s blinking rate just shot up, it would likely annoy the other person. Observe, but be discrete.

Next time you are negotiating for a new car, recognize that the sales person is trained to watch your blink rate. If you are clever, you can reverse the logic and determine when the sales person is feeling the heat. Because you know this trick, you will be less likely to give away your own stress level inadvertently.

Recognize that you are rarely aware of your own blink rate unless you are fully concentrating on it, yet the number of blinks is visible for any observer who has been trained to look for this variable.


This is a part in a series of articles on “Body Language” by Bob Whipple “The Trust Ambassador.”


Body Language 75 Pride

April 19, 2020

The gestures associated with pride seem simple enough, but you need to be careful because there are other emotions that can have similar features. In this article I will give some tips on how to spot true pride.

Signals that demonstrate pride can also be seen in a person experiencing simple satisfaction. The two emotions are not the same at all, but the body language is similar. Also, hubris can have many of the same characteristics.

Curiously, the gestures for contempt are very close to those of pride, so you need to be a bit careful.

Let’s pick apart the specific gestures and see if we can isolate those that are most associated with pride as opposed to other emotions.

Chin

The most important part of the body associated with pride is the chin. When a person is proud, the angle of the chin will be up. The head is generally slightly backward but vertical from side to side and not tilted at all. If the chin is down, then you may be looking at satisfaction rather than pride.

The mouth

A person experiencing pride will have a slight smile associated with a symmetrical pulling back of both cheeks. If only one cheek is pulled back then the smile is gone, and the gesture is probably that of contempt or distrust as opposed to pride.

This would be like the famous gesture of “unimpressed” that McKayla Maroney made while receiving the Silver Medal in gymnastics in 2012 and later mimicked with President Obama, as in the attached photo.

Eyes and gaze

A person who is proud will have a fixed gaze and make good eye contact with the person he is facing. Someone experiencing hubris may have more shifty eyes indicating lack of confidence. With pride, the eyes will be relaxed and steady, but that can also be said of someone experiencing satisfaction.

Eyebrows

When a person is expressing pride, the eyebrows are relaxed and not furrowed at all. Pride carries a connotation of confidence and sometimes even dominance, so there is no indication of worry or stress in the eyebrows, as would be the case with hubris.

Shoulders

A person demonstrating pride will not be slouched over. His shoulders will be erect and slightly back. The back will be arched. Pride often reflects a kind of military stance that is often seen with service members on the assembly field. Similarly, if a proud person is seated, his back will be straight and his shoulders held high with no sign of a slouch.

Hands and arms

With many emotions, the hands are somehow involved touching various areas of the face or head. Pride rarely calls for interaction between the head and the extremities. It would be unusual to see a person who is feeling pride holding his jaw or putting his finger in front of his mouth.

What to do

When you see a person showing body language signals reflecting pride, the first thing to do is see if you can, if need be, through dialog, uncover the source of the pride. Quite often, when a person is experiencing pride it is pretty obvious why that is the case. You can make an affirming statement or gesture indicating you agree with the person’s right to be proud and endorse that emotion. That gesture of support will tend to enhance the trust between you both.

The only caveat here is that if you support the person’s pride, it needs to be genuine. If you are putting on an act to avoid conflict, then the other person is likely to detect that, and you will do damage to the relationship.

On the other hand, you may feel that pride is not warranted in this situation. That becomes a delicate situation, because there is lack of agreement that the person should be proud.

In our highly polarized society, there can be disconnects between the way two people will view an issue, so it is important that if you detect this is the case to proceed with caution. An open discussion may draw out the true source of pride and whether it is false pride. It could also mean that you did not understand the background well enough so you felt the person didn’t have a right to be proud when he really did. Either clarify the disconnect, or it may be a good strategy to agree to disagree on this particular issue.

Conclusion

Pride is rather easy to spot when you see it, but you need to be careful because several other emotions have some of the same characteristics. Whether it is true pride or something else, an appropriate response is important. This brief article attempted to sort out a few key differences.


This is a part in a series of articles on “Body Language” by Bob Whipple “The Trust Ambassador.”


Body Language 74 Pondering

April 10, 2020

The body language gestures of a person who is pondering are rather easy to spot and there is not much confusion in interpreting this emotion.

Pondering is closely associated with puzzling, and the body language of one versus the other may be difficult to sort out. In reality, the mental activity for puzzling and pondering are virtually the same.

Gaze

A pondering person is usually looking upward. You see a kind of “far away” look in the eyes as the person contemplates something. The person is looking off into space with no particular energy given to focusing visually on anything.

If the person is actually trying to visualize something, then sometimes you can detect a slight squinting of the eyelids along with a lowering of the eyebrows.

Upper nose and eyebrows

There is often a slight wrinkle at the bridge of the nose as the person is contemplating what to make of the situation. The nose itself is not wrinkled but the eyebrows are pulled in slightly causing a vertical wrinkle

Head

The head will be slightly tilted as the person is deep in thought. Also associated with an upward gaze, the person’s head may be tilted backward. We see no indication that the person is getting ready to speak, rather the mind is completely occupied trying to figure out what is happening.

Hands and arms

Often one hand will be in contact with the facial region. Most commonly, as in the attached picture, the one hand is connected to the chin with one bent forefinger and thumb pinching the tip of the chin lightly. When making this gesture, it is common to see the other arm in support of the arm propping the chin.

Sometimes a finger may be extended to cover the mouth region as if to prevent the person from speaking too soon.

Alternatively, the one hand may be holding the head or even scratching the head in puzzlement.

Mouth

The mouth may be in a neutral position as in this picture or it may be pulled slightly to the side. If the issue being contemplated is a serious or dangerous matter, the mouth may be pulled further to the side as a signal of stress.

People who are pondering rarely show their teeth at the same time. The mouth is generally closed, but it is a relaxed closure and not pursed lips or grinding of teeth. If the subject matter has a tinge of danger associated with it, you may see the person bite the side of his lower lip in anxiety as he ponders.

What to do

The advice when you see a person showing signs of this gesture is to leave him alone. Do not interrupt his mental process unless there is a fire in the building. Let him work on the problem until he emerges from his trance with some clarity of thought. If you would interrupt the process, it would likely be highly irritating.

If the person appears to be just day-dreaming or procrastinating from something that he should be doing, then a gentle word to bring him back to reality may be helpful. Just be gentle and kind if you do have to interrupt a person who is pondering.

This is a part in a series of articles on “Body Language” by Bob Whipple “The Trust Ambassador.”



Body Language 25 Ears and Hearing

April 27, 2019

Interpreting the body language associated with ears is challenging activity. For the most part, ears are receivers of information rather than providers. Ears rarely move; they are just stuck on the side of the head to enable listening. However, if you know how to observe them, ears can send some strong signals about what is going on with a person.

You can wiggle your ears by contracting the muscles on the back of your head. Other than that, ears do not move much. One exception was my father, who could actually wiggle his ears without moving his facial muscles. I could never figure out how he did that.

If you observe someone who is wiggling his ears while listening or speaking, he may have an uncontrollable tick or other nervous disorder. How else, other than movement, might we gain insight from observing the ears? The answer is color.

Normally the ears are the same color as the cheeks, but there are several situations that can cause the ears to blush or become red. Let’s examine some of these conditions.

Anger

When a person becomes enraged, the blood naturally flows to the ears and they will become much redder than the surrounding body parts. Of course, to read this type of body language, one must be able to see the tops of the ears. Women or men with hair covering up the tips of their ears have the ability to hide this condition under most circumstances.

Arousal

The ears become reddened when a person is aroused. Anything from a mild desire to raw passion will affect the color of the ears. I have not seen a study to indicate that the exact shade of the ear correlates with the level of passion. I would be interested in knowing this if anyone knows of such a study.

Embarrassment

The ears may also become red if a person is feeling embarrassed. However, usually when this occurs, the rest of the face will turn red as well.

Stress

Extreme stress can also cause the ears to become red for some people.

Temperature

Just as very cold temperatures can cause the ears to appear slightly blue, very hot conditions or intense exercise can create red ears. In this case you would know the reason because the face would be red and the forehead would be showing perspiration. Other conditions causing ears to become red rarely cause the sweat glands to secrete as well.

Sound Modulation

When a person cups his hand behind his ear, it is a call for more volume. Likewise, hands over the ears means too much volume, or it might be an indication the person is just not wanting to hear what is being said.

When communicating with another person audibly, make sure your volume is adequate for the other person to really hear the input. It is best to be in the same room with a person you want to communicate with, because that allows the other person the ability to view your entire body language and even read your lips as you speak.

The relation of complete hearing to trust is simple.  With incomplete information, people will make assumptions (sometimes incorrect) about your meaning.  They may believe that accurate communication has happened when it has not.

If a person has a hearing condition, such as tinnitus (ringing or hum in the ears), you need to take that into account to provide enough volume for the person to really hear you. Sometimes hearing loss is so subtle that the person is unaware of a problem. The antidote for this is to get a periodic hearing test.

Make sure there is not another source of sound closer to the listener than you. For example, if I am standing next to a molding machine you need to raise your voice or I am not going to hear your input. This situation is intuitively obvious, but it is often a source of poor communication at work and in the home.

If you have a particular person who often does not receive the full message, he or she may have a hearing condition or you may be communicating in a way that does not allow the person to hear you accurately. It could be that audio input is not the preferred channel of communication for the person. Check it out and modify your speaking pattern accordingly.

This is a part in a series of articles on “Body Language.” The entire series can be viewed on https://www.leadergrow.com/articles/categories/35-body-language or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.TheTrust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 600 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Body Language 19 The Eyes

March 16, 2019

Of all the different types of body language, the eyes win the prize for conveying the most different meanings without speaking. This one aspect of body language alone could fill a whole book; in fact, there are many such books that deal with the language of the eyes only.

For this article, I will share some of the more powerful and well-documented eye gestures along with their meanings and some caveats to avoid misinterpreting eye gestures.

This article will highlight only the aspects of the eye itself and the eyelids (blinking). There are a huge number of additional meanings that we will add next week when we discuss the impact of eyebrows. For now, let’s concentrate on the eye itself and the eyelids.

Eye Contact

The first aspect of body language with the eyes is eye contact. When you lock eyes with another person, it is called eye contact. You are looking directly into the soul of the other person using the eye like a window.

The percentage of time you look directly at the other person determines the rapport you will develop in that conversation. That rapport becomes the basis of growing trust.

According to Bill Acheson of the University of Pittsburgh, “If you have less than 70% eye contact with me, I will not trust you.” On the other hand, staring at another person with nearly 100% eye contact creates a creepy feeling that also destroys trust. You need to break eye contact at least once a minute when talking to another individual, but it is important to keep the gaze to the facial region.

Gazing around the room will send a signal of disinterest, and scanning down the body will label you as a pervert. My own personal rule of thumb is to have between 50-80% eye contact with another individual in conversations that involve only the two of you.

Of course, if there are many people in the conversation, the eye contact for any specific individual will be much lower, as it is important to make eye contact with each person in the group.

There is another aspect with eye contact that can be very distracting if it is allowed to continue. The best way to describe it is with a personal example.

Early in my career, I was anxious to impress managers higher in the organization. I noticed in weekly staff meetings, my manager seemed to be looking at me a lot, even if I was not talking at the time.

Eventually I started to become self-conscious about his aggressive eye contact, so I would look away quickly whenever that manager looked directly at me. I can recall becoming highly uncomfortable when sitting across the table from this manager and ended up sitting on the same side of the table from him to reduce the problem.

Pupil Dilation

Dilation of the pupils is also a major clue to what the other person is thinking. Normal dilation has the pupil (dark spot in the center of the eye) taking up roughly 30% -40% of the diameter of the iris (colored circle).

In this discussion, we need to separate out the impact of light levels and medical conditions on dilation. The iris dilates naturally in low light situations to allow more light to reach the retina, which allows people to see better in the dark.

Likewise, in bright conditions the pupil will reduce in diameter to avoid overloading the retina. In addition to this normal metering of the pupil size due to ambient light, there are other factors that impact the size of the pupil.

One common situation is in response to some types of drugs on the system. The eye doctor puts drops in your eyes to dilate the pupils so that the retina can be observed more easily.

Many of the psychedelic drugs have the same impact on dilation. This condition is medically called mydriasis, and it is why police officers are trained to notice whether a person’s eyes are dilated.

It is also possible that a person can have a disease or other eye condition that results in dilated pupils. When this condition is present, the pupils are generally habitually dilated.

For purposes of interpreting body language through pupil dilation, we are interested in situations where normal dilation is observed, but then there is a noticeable opening of the pupils in response to some stimulus, like a pointed question or a threatening gesture.

Let’s suppose you are in a moderately lighted environment and have had no drugs. What conditions might cause your eyes to become dilated involuntarily? This is where the body language aspect becomes very interesting. A person’s pupils will dilate automatically in response to fear or desire.

The study of pupil size as an indicator of emotion is known as pupillometrics. Eckhard Hess, a University of Chicago biopsychologist, did several experiments in the 1970s to determine cause and effect.

He did extensive measurements of how attitude can be determined by pupil size. “The changes in emotions and mental activity revealed by changes in pupil size are clearly associated with changes in attitude.” In general, Hess measured that positive attitudes led to larger pupil size and negative attributes resulted in smaller pupil size.

Keep in mind that the dilation of your eyes is not possible for you to detect without looking in a mirror, yet it is an obvious signal that you make in the presence of others in response to a stimulus. This is just one of the reasons why it is nearly impossible to hide some feelings from people who understand body language.

Blinking Rate

Another obvious signal that is difficult for the person doing it to detect is blinking rate. Normally, adult humans blink at a rate between 15 to 20 times a minute. There are some situations where a person’s blink rate will be high most of the time. These would include wearing contact lenses and some diseases of the eye. Curiously, babies have a much longer rate and only blink a couple times a minute.

What is of interest in body language is whether there is a marked change in the blinking rate just after some situation or conversation. When a person is under stress, the blinking rate will start to increase without the person being aware of it.

If you observe someone going from a normal 15 per minute rate to 30 to 40 blinks a minute, that person is likely under a great deal of stress, but is often trying to hide that fact.

I learned that lesson years ago when negotiating with a Japanese executive over price for some product. He tried the famous “Silent Treatment” with me in order to get a concession. Since I was aware of his ploy, I just stared back at him and watched his blink rate. I saw it double then double again until he finally caved in. I doubt that he even knew I was reading the stress level that was going on as observed in his blink rate.

Next time you are negotiating for a new car, recognize that the sales person is trained to watch your blink rate. If you are clever, you can reverse the logic and determine when the sales person is feeling the heat. Because you know this trick, you will be less likely to give away your stress level inadvertently.

This article is just the start of our discussion about body language of the eyes. When we couple the above ideas with what the larger facial muscles (cheeks and especially eyebrows) are revealing, the available information in the region of the eyes will become exponentially more complex and interesting.

My article next weekend will dig into these gestures.

This is a part in a series of articles on “Body Language.” The entire series can be viewed on https://www.leadergrow.com/articles/categories/35-body-language or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 600 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Work Ahead of the Power Curve

May 28, 2016

Do you ever find yourself scrambling near a deadline to get all the work done? I suspect we have all experienced a time crunch on a project, whether it was a term paper in school, a special project at work, or even a party to celebrate a holiday.

As we pull an all-nighter to finish our project just ahead of the deadline, what we are really doing is lowering our chances of a successful effort and suffering unnecessary stress.

The alternative is to arrange your life so that you can complete most of the work well ahead of the due date. My mentor used to refer to this as “working ahead of the power curve.” That may seem impossible to do, but hang in with me and I will make it more doable for you. Before we discuss the process, let’s explore the benefits.

There are many advantages of getting the majority of work done early. Here are seven obvious advantages:

1. You have more time to polish the work, so the final quality is significantly higher.

2. You can do dry runs of the material, so your work comes out more professional looking.

3. You can relax and not be uptight about working close to the deadline. That also improves the quality of the material along with reducing your stress level.

4. You get the reputation as an organized person who has his or her act together.

5. You can respond better to unanticipated emergency situations because your current plate of work is not overflowing.

6. You can spend some time looking at potential problems that might arise and have contingencies ready to go.

7. Since you know you are prepared, you are more confident and relaxed when the event arrives.

With the help of my mentor, I got the idea of doing this many years ago. It sounded impossible to me at the time because, like everyone else, I was always so backed up with dozens of projects.

Actually, it was not as difficult as I thought to get into the habit of tricking myself into believing the deadline was a week or two ahead of the actual due date.

Once I experienced the tremendous benefits of working ahead of the power curve, as described above, I have tried to work that way ever since. There are still some times when things get just overwhelming, but when that happens, I just get up earlier to keep things moving.

A professor of mine in college used to advise students to write papers like they were climbing a mountain. Get as far up the mountain on the first day as you can. Then the path to the top on subsequent days gets easier and more enjoyable.

Just write the bulk of the paper quickly and have it in draft form as early as possible, then you can go back and refine it at a more metered pace when you are relaxed. It is a lot easier that way.

I use this system with my weekly blog articles. I have an “inventory” of articles that stretch out for a few months in front of when they are actually published. When my inventory starts to get below four weeks, that is the signal to plunk out another 4-8 articles.

I do that quickly based on little notes I have made to myself along the way of interesting topics to discuss. Once the drafts are done, I can refine the writing as the time to actually publish them gets closer.

Using this method allows me to keep a stream of content going at all times. I can, and often do, accumulate similar articles into a book or a video program format. The result is a continual stream of fresh content coming out without a lot of stress or panic.

Try the formula of working ahead of the power curve in your life. If you can acquire the discipline to do it, you will find that the quality of your work will rise, while at the same time your stress level will go down. It is a life skill worth cultivating.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


An Antidote for Executive Stress

July 26, 2013

BankruptIf you are in an executive position, chances are you live in a very high stress world. Conditions and events in the world over the past decade have led to a much higher level of complexity and risk in everything we do. The pressure for performance and the razor thin margin between success and failure have resulted in health problems for numerous executives. It seems there is no way of avoiding the incredible pressure executives face daily.

What if there was a way you could get out from under the immense pressure and have the ability to relax, even though the challenges at work often seem insurmountable? Would that be helpful? I truly believe there is a pathway to this kind of existence. It is under your nose. Unfortunately, most executives do not see the wisdom or power in the method I am about to explain, so they go on with the same struggle, day after day, rarely gaining on the very problems that are making them sick.

The antidote is to carve out time to work with your organization to create an improved culture. This suggestion sounds impossible to most CEOs I interview, because they are more than fully consumed trying to survive. How could they possibly create enough slack time in the schedule to actually work on the culture? This attitude means these executives are literally stuck in the rut they hate with no viable way out. I call this phenomenon the “Executive Whack-a-mole Syndrome.” When top executives spend 100% of their time dealing with crises and problems, there is no time left to develop a culture where there are fewer problems.

Investing in the culture means spending time with people learning how to work better as a team. It means documenting your behaviors or how you intend to treat each other so it becomes possible to hold each other accountable. It means learning to listen more often and more effectively, so the communication problems are significantly reduced. Also, it means learning to trust each other, so more delegation is possible and the micromanagement is not necessary. The perceived need to micromanage creates a significant percentage of executive stress.

Improving the culture means having the executive be more willing to be transparent and admit mistakes. This practice makes him or her more of a human being: subject to being fallible, but willing to be vulnerable and human. This behavior enables stronger rather than weaker leadership. It also leads to an environment that is more relaxed and healthy. In this culture, the problems are diminished and replaced with sanity and the joy of achieving great goals together. If you know an executive who is playing the Executive Whack-a-mole Game, print this article out and leave it someplace where it will get read.

If you are an executive who has nearly reached the limit of endurance, you might want to try investing in the culture. You will find it to have a much higher ROI than any other activity you can envision. It could even save your life!