Transforming Stress And Anxiety Into High Performance Outcomes

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Can the wellbeing of workers and their efficiency be positively influenced at the same time, utilizing the same practice? To understand more about this we spoke to Stuart Hayes, the owner and CEO of Stuart Hayes Leadership. Hayes is a leadership consultant with specialist knowledge in how to improve team well-being and performance in commercial environments.

To understand the relationship between well-being and performance Hayes asks leaders to contemplate the consequences of tension in the work place compared to the end results that happen when well-being is in among your workgroups.


Stress may cause personnel to feel bitter and this could minimize their dedication to customer service. On the other hand happier staff communicate much better with clients and are better supporters of their brand name.


Strained or antagonistic teams are generally speaking, ineffective and far more inclined to be defensive against changes… in contrast forward-looking and satisfied employees are imaginative, curious, come up with advancements and also are inclined to be much more accepting of both the existing course of action and any alterations in procedures or strategy.


Stress and bad feelings bring about personnel turnover and HR difficulties … contrast this with more satisfied staff, who have a tendency to feel more ‘connected’ to both their business and also their colleagues, and this means they often stay with you for a longer period.


Stress, anxiety and bad emotions means distracted workers as well as a decrease in mental clarity. But happier, more relaxed staff have more clarity and are more switched on, intentional and imaginative making them far more productive.


Tension and negative feelings are known to contribute to illness. Happy employees turn up and unhappy ones maximise their sick days. In contrast people who are happier tend to be both much healthier and have appreciation for the work they do.

Then what is the remedy to performance and wellbeing issues that limit productivity?

Many businesses are using workplace health and wellbeing campaigns, but with limited success when it comes to the all-important measure of work productivity returns. “Realistically, producing long-term increases in both efficiency and well-being needs a whole lot more consideration than just enabling a little job versatility, offering a fitness center subscription or bringing in a motivational speaker. These are really just ‘box ticking’ type solutions and are not going to deliver” Hayes says. Listening to Hayes, it is this box-ticking solution that’s the most basic cause why wellness programs fall short. “If you consider it, accomplishing enduring changes for the better in any individual part of life calls for an analysis of precisely what is taking place currently, making a conscious long-term decision to change this, and after that starting a highly pointed and methodical endeavor.”

Hayes emphasizes that guiding groups to cultivate their pleasure and experience of their job and the outcomes they attain from their work is in fact, the same thing, and the missing link in team performance training. He continues, “The objective must never be the creation of a health and wellbeing program in and of itself. Preferably, it ought to be the establishment of a new culture in which accountability and well-being are the bedrock.”

“What this involves is that we recognize we are responsible for changing the manner in which our organization react to stress, anxiety and negative emotions, transforming the manner in which our team associates and communicates with each other, and making certain everyone is naturally in alignment with the team’s higher goals, all at the exact same time. This is the heart and soul of a great culture, and why leaders should certainly think of themselves, over anything else, as guardians of the culture.”


As is widely reported, the practice of mindfulness is being successfully utilised by numerous institutions to assist team members accept and more effectively deal with issues, stress as well as undesirable emotions. But what is not so well known, however, is that our mind and heart constantly communicate with each other and that our heart can be used to help shift an individual’s sentiments from adverse to positive. Similarly our heart’s sphere of influence likewise has a measurable influence on others close by.

Based on Hayes experience he believes this represents the spearhead of H.R. development and leadership. “In many ways it’s quite funny, considering all of us have a heart, all of us have a brain, and we all are cognizant of these matters instinctively, nevertheless the expanding appearance of research that reveals that our heart and mind collaborate is incredible,” declares Hayes, who’s now dedicated the past seven years to studying this interplay, the ways it concerns the work environment and mentoring individuals in how to benefit from it.

Think about these following points:

1. When in communication with a great leader, an individual’s brainwaves will actually get in sync with the leader, an outcome that does not occur when the aforementioned individual has a conversation with, other individuals of their organization. The impact of this kind of transfer is a boosts team synergy.

2. Both the mind and heart each emit an electromagnetic field and this field is able to be measured away from the body, but the electromagnetic radius of the heart is substantially stronger.

3. The dimension of the heart’s field varies, in connection with the individual’s mood;

4. It’s possible to engage the heart in certain practices that measurably switch the effect of unfavorable feelings both within an individual as well as within those people near them, bringing about shifts in all parties. This is called: “Bridging the Heart and Mind.”

Anybody associated with leading a team that is under stress and anxiety, or any individual needing to implement change in a firm, or seeking to accomplish high-performance outcomes in much easier ways, will certainly benefit from this 1 day concentrated leadership event ‘Leading To Improve Performance And Well-Being’. The training day guides participants in methods that are practical for leaders who are performing in competitive and difficult environments, to accomplish undeniable advances in the usually diametrically opposed domains of team wellbeing and group effectiveness, by applying several of the most up to date leading edge insights into human resource improvement as they pertain to leadership.

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