Manage Energy, Power Performance

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• Manage Energy, Power Performance

Adrian Chojnacki
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Historical context

• 1990s Focus on stress management and awareness
  training
• (Mergers, Leaning the business, Six Sigma,
  Y2K)
• 2001 - Focus on Resilience (team and personal)
• (New company culture, structure, redesign
  RD, acquisitions, HSE focus on stress,
  Toughening global market)
• 2006 Leadership framework and Energy
• (Generic competition, escalating cost of RD,
  government and regulatory challenges, increasing
  cost of global employee health care spend)

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DIVERSITY INCLUSION
COMMERCIAL
CULTURE
COMPLIANCE
CREATING AN INCLUSIVE ENVIRONMENT VALUING THE
INDIVIDUAL EMPLOYEE ENGAGEMENT BELIEFS,
VALUES LEADERSHIP FRAMEWORK (SELF) GSK AWARDS
MARKETING INITIATIVES SALES INITIATIVES PRODUCT
SPONSORSHIP EXTERNAL AWARDS SUPPLIER
DIVERSITY PATIENT CUSTOMER INSIGHT
SEX SEXUALITY RACE RELIGION DISABILITY AGE
INCREASED SALES PROFIT REPUTATION
INCREASED PRODUCTIVITY RECRUITMENT
RETENTION REPUTATION
STAY OUT OF JAIL REPUTATION
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The Leadership Framework A holistic model with
four component parts
SELF AWARENESSYour own self-awareness and
knowledge that helps you manage your talents,
skills, potential and energy to perform at your
best
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Who we are determineshow we work

• What the world sees
• Behaviour
• Capabilities
• Talents Strengths

• Quality of contribution core sense of self
• Who I am
• How I operate
• My abilities
• My passion and drive
• How I relate
• My health, well-being and sustainability

Self is developed by varying degrees throughout
life. It is an iterative process that we can
help facilitate.
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Importance of Self

• Demonstrate personal resilience
• Sustain your energy
• Cast a positive shadow

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Self Healthy High PerformanceStart with the
Leaders

• Work pressure and work demand wont reduce, how
  do we respond differently to perceived and real
  pressure ?
• Leaders play a significant role in mobilising and
  channelling energy and resource, they are
  stewards of the organisational potential
• Recognition that we need leaders able to lead
  themselves not burn out and then lead others
• Leaders need to be awake, focused and need to
  manage their shadow with awareness and insight

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GSKs Reality

• GSK survey data shows that employees are
  perceiving work demands as excessive
• GSK has a 78 full engagement gap only 22 of
  the GSK population is highly engaged, resilient
  and energised
• 38 of senior leaders are highly engaged but are
  compromised in terms of resilience and energy
• 20 GSK UK Executives, participating in the
  Executive medical, are sedentary and over 40 are
  unhealthy weight
• Health Risk Appraisal data shows 18.5 of
  participants are stressed, 23 receive lt 7 hrs.
  sleep, 13 are sedentary, 30 unhealthy weight
  (17 obese).

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The New Work ParadigmHeresy or Enlightenment?

• Seek stress (challenge)
• Downtime is productive time
• Manage your energy not your time
• Work in a series of sprints
• Develop health rituals and habits

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One key concept

• To build more capacity we must push beyond our
  normal limits.

Well-crafted training to weather the storms of
life
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But Not Toxic Stress

• Stress yes but not toxic stress
• Like the rest of UK business GSKs two major
  causes of absence are mental and musculo-skeletal
  illness
• The vast majority is non work related and we have
  generally low absence rates
• But we do face the common work culture challenges
  of
• Passing the buck not taking responsibility
• Spreading false rumors about people's personal
  lives
• Going over a person's head to complain to the
  boss
• Sidestepping issues to avoid conflict never
  taking a stand
• Wasting time at meetings
• Challenging a person's competence and motivation
• Failing to deliver on promises ignoring input
• Being forced to do more with less
• Using power to control and playing favourites
• Overlooking people's contributions because of
  gender, age, race, ethnicity, age, physical
  abilities

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Self Managing Pressure/Stress

• Focus on Pressure Management Work Effectiveness
  
• Resilience

• Team Resilience tools
• Individual response
• Personal Resilience

Personal
Personal
focus
focus
Growth
Team
Team
(exhilaration)
focus
focus
Resilience
Response to Pressure
Pressure
(inevitable)
Stress
(impaired performance)
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Building Organisational Resilience
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A Resilient team

• understand and clarify roles, goals and
  expectations
• demonstrate support, trust and mutual respect for
  business and personal priorities
• experiment with new ways of working to better
  meet business goals and personal needs

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Pressure Performance Stages

Performance
Boredom
Comfort
Stretch
Crisis
Strain
Level of Pressure
Activity
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The Response to Pressure
This chart shows how people feel in response to
workplace pressure.
100
80
60
5629
40
2787
2663
20
526
400
0
bored
comfortable
stretched
strained
overwhelmed
Team results
GSK benchmark
n 12008
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Engagement with work
The following charts show how engaged the
respondents are in the work they do.
At the end of the working day I am satisfied with
the enjoyment I get from work
I feel inspired by my work
I feel motivated to do my best at work
I feel enabled to do my best at work
n 12008
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What is Personal Resilience?

• The ability to be successful, personally and
  professionally, in a highly- pressured,
  fast-paced and continuously changing environment.

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Return on Investment GSK Global Resilience
initiatives

• Work-related mental ill-health down by 60 (2003
  2007) and all mental ill health absence reduced
  by 20
• Reported pressure due to work / life conflicts
  fell by 25
• Staff satisfaction with the company increased by
  21
• 14 increase in willingness among staff to
  experiment with new work practices.

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Energy for Performance

• Your first and foremost job as a leader is to
  take charge of your own energy and then to help
  orchestrate the energy of those around you

Peter Drucker
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Why focus on energy?External research evidence

• Less than 15 of key leaders in two Fortune 50
  companies reported bringing their full and best
  energy to work
• Energy is a component of work engagement
  (Salanova Peiro, 2005)
• Energy practices related to beliefs, meaning and
  purpose, commitment, self confidence and vision
  are highly correlated to job satisfaction
• Mental performance and time management improved
  by 15 on days when people exercised, as well as
  there being a measurable increase in respect for
  co-workers, sense of perspective and a better
  working atmosphere (UK study, 3 major
  corporations)

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What is Energy for Performance?

• 2.5 day workshop delivered by GSK facilitators
  who are Human Performance Institute Certified
  Performance Coaches
• An experiential programme to enable employees to
  achieve extraordinary results by teaching full
  engagement in anything that really matters
• Includes a 360 full engagement assessment,
  fitness and nutrition experience and planning,
  defining meaning and purpose and a personal
  strategic action plan.
• Over 1500 employees have been through E4P

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• The Energy for Performance program has enabled
  our Sales team to increase their engagement in
  their professional and personal life by managing
  their energy more effectively, and creating
  positive rituals to sustain high performance. The
  feedback from the participants in the program is
  that it is life changing.

Anne Whitaker Vice President, Sales
Training GLAXOSMITHKLINE
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What could you with your life if I gave you 30
more energy

• We have but one life we have to get the balance
  right
• We have to balance our energy in all dimensions
  of our life this includes work, home and
  family, community and our self