Stress Management at Bain

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Agenda

Introduction
Recommended techniques for managing stress
Overcoming the triggers of performance decline
How can Managers manage stress?
How to screen for an anxiety disorder
Key takeaways
Additional resources on stress out
Appendix: Stress surveys

Stress

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Introduction
This module provides general information only and is not intended
as medical or psychological advice or treatment
- Any ideas, suggestions, and procedures described in this module are
not intended as a substitute for consulting with a physician or mental
health professional

Self-motivated or self-help programs completed in isolation are

not the preferred method for dealing with stress or stress-related
disorders
- Better results are achieved when used in combination with a
professional
- Medication is sometimes necessary for optimal results

If you are concerned about your health or stress level,

contact a medical or mental health professional immediately

Stress

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Stress management is a key factor of job

performance and satisfaction
Performance level
Optimal
performance
zone

High

Low stress hinders

job performance
and satisfaction

Low

Source: Yerkes-Dobson curve; industry expert interviews

High stress hinders

job performance and
satisfaction

Stress level

High

Stress

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

High-achieving individuals often perform

better under elevated levels of stress
Performance level

High achievers
curve

High
General
curve

Low
Source: Yerkes-Dobson curve; industry expert interviews

Stress level

High

Stress

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Agenda

Introduction
Recommended techniques for managing stress
Overcoming the triggers of performance decline
How can Managers manage stress?
How to screen for an anxiety disorder
Key takeaways
Additional resources on stress out
Appendix: Stress surveys

Stress

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Managing stress is a four-step process

Assess current
situation

Complete the
surveys in the
Appendix
- Stressful
symptoms
- Stressful
events
- Responses to
stress

Use key in
Appendix to
score and
compare

Identify best
techniques for
stress
management
Select best
techniques to
improve
current
response to
stress
- Based on
current stress
symptoms

Use techniques to
decrease the
symptoms of stress
Learn how to
perform the
technique
Understand why
various coping
techniques can
help you
manage the
symptoms of
stress

Monitor
progress

Assess progress
after three
months of
implementing the
coping techniques
- Complete the
surveys in the
Appendix again

Compare results
to the original
summarized
findings

Summarize
findings
- Use template
on next slide

Stress

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Start by completing the surveys in the

Appendix and summarize the scores here
Stress area

Current score
(totals from p.99)

Current level
(totals from p.99)

Stress symptoms
Top three stress symptoms
1. ______________
2. ______________
3. ______________

Overall stress events

Top three stressful events
areas (highest points)
1. ______________
2. ______________
3. ______________

Response to stress

Stress

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Determine patterns among stress symptoms

by placing them into groups (1 of 2)
Stress symptom

Symptom group

I felt little enthusiasm for doing my job

I felt easily bored

I felt tearful or angry

A and C

I felt moody, irritable, or impatient over small inconveniences

A and C

I felt physically, emotionally, or spiritually depleted

I felt emotionally callous about the problems and needs of others

I felt a sense of dissatisfaction, of something wrong or missing

I felt helpless or out of control

I wanted to withdraw from the constant demands on my time and energy

I seemed to have more problems with relationships than usual

I had more headaches, backaches, or tight muscles than usual

I had stomach problems

Stress

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Determine patterns among stress symptoms

by placing them into groups (2 of 2)
Stress symptom

Symptom group

I had trouble falling asleep or slept too much

G and B

I was less interested in sex than usual

A, B, and C

I procrastinated more than usual

A and B

I was more forgetful than usual

A, B, and D

I had difficulty concentrating

A, B, and D

I was less decisive than usual

A, B, and D

I was not as efficient as usual

A, B, C and D

The quality of my work declined

A, B, C and D

My resistance to physical illness was lower

A, B, C and F

Compared to usual, I was:

-

Eating more or less

Drinking more caffeine (e.g., coffee, tea, soda)
Smoking more cigarettes
Using more alcohol

A,
A,
A,
A,

B,
B,
B,
B,

and
and
and
and

C
C
C
C

Stress 10

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Identify best coping techniques for symptom

management
Best coping techniques for symptom group
Symptom
type*

General symptom group

Feelings of fear, anxiety

Feelings of powerlessness, lethargy,

hopelessness, lack of enthusiasm, depression

Irritability, anger, frustration,

resentment, hostility

Worry, unwanted thoughts

Indigestion, irritable bowel, ulcer,

chronic constipation

Muscular tension, headaches, neck

aches, backaches

Insomnia, sleeping difficulty

Note: Identified using checklist on previous slide

Aerobic
exercise

Deep
relaxation

Abdominal
breathing

Refuting
irrational
beliefs

Stress 11

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There are four main coping techniques to

reduce the symptoms of stress
Aerobic
exercise
Refuting
irrational
beliefs

Deep
relaxation

Abdominal
breathing

Stress 12

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Aerobic exercise is a powerful strategy for

managing stress (1 of 2)
What is it?
One of the most powerful
and effective methods for
reducing and preventing
stress and anxiety
Natural outlet for your
body when it is in a high
mode of stress

Why can it help you?

Reduced skeletal tension which is largely
responsible for feelings of being tense or
uptight
More rapid metabolism of excess adrenaline
and thyroxin in the bloodstream reducing
feelings of stress and sense of impending
threat
Enhanced oxygenation of the blood and brain
which increases alertness and concentration
Increased production of endorphins which
increase sense of well-being and relaxation
Lowered pH of the blood which increases
energy level
Improved digestion and utilization of food
Improved ability to sleep

Stress 13

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Aerobic exercise is a powerful strategy for

managing stress(2 of 2)
How to do it?
Ensure it is medically safe to start an
exercise program
- See a physician if needed
- Understand any medical conditions to
accommodate
- Know appropriate limits due to your current
fitness level

Choose a fitness program that matches your

objectives
Get started
- Approach exercise gradually (e.g., 10 minutes
every other day for the first week and then add
5 minutes per week)
- Commit to a one month trial period as benefits
may not be apparent immediately

How to optimize the

effect of the technique?
Quality/type
- Aerobic

Intensity
- At least 10 minutes at
target heart rate > (.75)
x (220 your age)

Frequency
- 4-5 times per week

Duration
- 20-30 minutes per session

Stress 14

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Deep relaxation is frequently used by sports

psychologists with top athletes (1 of 3)
What is it?
The foundation for
effectively managing
stress and decreasing
anxiety
- Enables you to achieve a
very deep state of
relaxation
- Is more powerful and long
lasting than typical forms
of relaxation

Based on the principle

that muscles can become
deeply relaxed by first
tensing them for a few
seconds and then
releasing them

Why can it help you?

Offers a distinct physiological state that is
directly opposed to and incompatible with the
way bodies react during stress by
- Decreasing heart, respiration, and metabolic rate
- Decreasing blood pressure and oxygen
consumption
- Decreasing skeletal muscle tension

Empirical research shows that regular use of

deep relaxation techniques achieves the
following:
- Increases energy level and productivity
- Improves concentration and memory
- Reduces insomnia and fatigue
- Prevents and reduces headaches and ulcers

Stress 15

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Deep relaxation is frequently used by sports

psychologists with top athletes (2 of 3)
How to do it?
Learn the technique
- Tense and release each major muscle group
and then repeat specific areas as
needed/desired
- When tensing a muscle group
- Hold the muscles for 7-10 seconds
- Hold the muscles vigorously (but without
straining)
- Focus only on tensing the muscles in that
group
- When releasing a muscle group
- Release abruptly then
- Enjoy the relaxation for at least 20
seconds before moving on to the next
muscle group (do not rush through the
exercise)

How to optimize the

effect of the technique?
Quality/type
- Deep

Intensity
- Relaxed

Frequency
- 4-5 times per week

Duration
- 15-20 minutes per session

Stress 16

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Deep relaxation: specific exercises (3 of 3)

Hands: make a fist (in each hands)
Biceps: make a muscle (in each arm)
Triceps: extend arms out straight and lock elbows
Forehead: raise eyebrows as far as possible
Eyes: tightly close eyelids
Jaw: open mouth as wide as possible
Neck: gently pull neck as if trying to touch head to back
Shoulders: raise shoulders up towards ears
Shoulder blades: push shoulder blades towards each other
Chest: take in a very deep breath
Stomach: suck your stomach in
Lower back: arch back upwards
Buttocks: pull buttocks together
Thighs: squeeze thighs all the way down to knees
Calves: pull toes towards self
Feet: curl toes

Stress 17

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Abdominal breathing significantly reduces

tension and stress (1 of 2)
What is it?
Breathing directly reflects
and impacts the level of
tension in the body
When tense, people
breathe more rapidly and
shallowly (from the chest)
When relaxed, people
breathe more slowly and
deeply (from the
abdomen)

Why can it help you?

Increases oxygenation to the brain and the
musculature system
-

Improves concentration
Stimulates the parasympathetic nervous
system
Counteracts the sympathetic nervous
system (the system which produces sense
of heightened arousal and stress)
Promotes a sense of calmness

Stress 18

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Abdominal breathing significantly reduces

tension and stress (2 of 2)
How to do it?
Learn the technique
- Place one hand on abdomen exactly beneath
rib cage
- Inhale through your nose slowly (count to
four) and deeply
- Pause for a moment (count to two)
- Exhale through your mouth or nose slowly
(count to four) and deeply
- If doing the technique correctly
- Your hand will rise and
- Your chest will move only slightly as
abdomen expands

How to optimize the

effect of the technique?
Quality/type
- Deep and regular

Intensity
- Relaxed

Frequency
- 5-7 times per week

Duration
- 5 minutes per session

Strive to complete three sets of 10 breaths

Stress 19

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Refuting irrational beliefs targets the

emotional underpinnings of stress (1 of 2)
What is it?
Identifying and
systematically challenging
the beliefs underlying the
emotional response to
stress

Why can it help you?

Thoughts and beliefs underlying feelings of
stress and anxiety are often irrational
- Usually feels like the truth or reality, but it is
often not the truth

What individuals believe about a situation

strongly influences how individuals feel
about it
It is possible to change the way an
individual feels about a situation by refuting
the beliefs causing the emotion

Stress 20

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Refuting irrational beliefs targets the

emotional underpinnings of stress (2 of 2)
How to do it?
Learn the technique
- Identify the belief underlying the emotion
- Ask self series of challenging questions

Examples of questions often used to refute irrational beliefs

- What is the evidence for this belief?
- Is it always true?
- When has it been true in the past?
- What is the probability of this being true?
- If this were true, what is the very worst that could happen?
- What are the chances of that happening?
- Why would it be so bad?
- How would you respond if it did happen?
- Are you looking at the whole picture?
- Are you being fully objective?

Stress 21

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Agenda

Introduction
Recommended techniques for managing stress
Overcoming the triggers of performance decline
How can Managers manage stress?
How to screen for an anxiety disorder
Key takeaways
Additional resources on stress out
Appendix: Stress surveys

Stress 22

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Hi
gh
ig
no
re ten
de
si
nc
gn
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to
of
st
re
ss

Certain factors can exacerbate stress and

trigger performance decline

ne
ed

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nt
ro
l

ap
pr
ov
al

te
nd
pe
en
rf
cy
ec
to
tio
w
ni
sm ard
s

Factors that
can trigger
performance
decline

fo

gh

ne
ed

Hi
g

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Hi
gh

Stress 23

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Hi
gh
ig
no
re ten
de
si
nc
gn
y
s
to
of
st
re
ss

Certain factors can exacerbate stress and

trigger performance decline
Hi
gh

ne
ed

Factors that
can trigger
performance
decline

fo

ap
pr
ov
al

Stress 24

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Overview of high need for approval

Characteristics of factor

Impact of factor on stress

levels

People with a high need for

approval are almost always
looking for external validation
from other people

Creates a strong feeling of

being unacceptable/
unworthy when performance
declines

In trying to be generally
pleasing, people with a high
need for approval may
accommodate themselves so
well to others expectations
that they ignore their own
needs and feelings

Makes it to difficult to push

back on others
demands/expectations when
needed
Promotes frustration,
resentment, and insecurity

Stress 25

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Downside of high need of approval

Often generates a strong feeling of being unacceptable/unworthy
- At work, I feel like I can never show any weakness or ask for help. If
people knew how how much help I need, they would think I dont belong
here.-AC
- I often feel like I dont belong here and work really hard to prove to
myself that it isnt true.-Consultant

Often leads to difficulty in saying no to others demands and

expectations
- It takes a lot of confidence to push back on the client and your manager,
even when you know you need to.-Consultant
- Sometimes I think the partners feel they need to give clients the moon
and then push the team to deliver.-Manager

Can result in withheld frustration and resentment

- Im tired of giving everything Ive got. At this point, I dont even care
about the perks that come in the SAC year. The way I see it, it is too little
too late.-AC

Stress 26

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Recommendations: dealing with a high

need for approval

Develop a realistic view of others approval

Be objective with criticism
Learn to prioritize your own needs alongside
those of others

Stress 27

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How to develop realistic view of others

approval
Current view

Recommended view

Believing others approval affects

your self-worth
- No matter what I do, I just cant
please my manager. I am
becoming so insecure.Consultant

Letting go of the belief that your self worth is

determined by others approval
- Believe in and respect yourself
- Know that what other people think has
little to do with who you actually are

Believing if someone doesnt act

positively towards you (e.g., is
hostile, brusque, condescending), it
is because you did something wrong
- Its the way our manager
interacts with us. I always feel
like the work we produce is no
good.-Consultant

Overcoming the belief that others negative

interactions with you are your fault
- People often express negative feelings
and viewpoints that have little to do with
the people around them, but, instead, are
due to their own problems, frustrations,
and/or fatigue

Believing everyone should like you

- It just kills me that my
consultant doesnt like me. He
treats me like nothing more than
his employee.-AC

Letting go of belief that everyone should like

you
- There will always be people who do not
like you no matter what you do
- The process by which people are
attracted/repelled is often irrational

Stress 28

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

How to be objective with criticism

Evaluate source

Ask for details

Determine
validity

Does she/he know Dont accept

Objectively
enough about you,
examine the
blanket statements
the subject matter,
message to ferret
such as, This was
and your skills to
unacceptable or
out the truth to it
make a reasonable
You did a lousy job Your actions may
assessment?
on that
have been
Does the person
perceived
Ask for clarity on
have a bias making
the specific
differently than
objectivity
behaviors/
you intended
impossible?
issues/instances
You may need to
involved
Is this person
change your
speaking
emotionally or
rationally?

Is this person
qualified to
criticize you?

Ask the persons

point of view about
what actions you
can take to improve

What exactly is
being criticized?

actions to
overcome current
perceptions

Does the criticism

have merit?

Take action and

keep perspective
Map out a plan of
actions to improve
Remember the
criticism reflects
just a few of your
behaviors and does
not represent your
entire being
Remember that
character and
strength arises
from overcoming
challenges

How can I use the

criticism to
improve?

Stress 29

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How to determine if you need to improve

your ability to prioritize your needs
Check each of the following statements that generally
characterizes your beliefs
If someone important to me expects me to do something, I should do it
I should not be irritable or unpleasant
I shouldnt do anything to make others angry at me
I should keep people important to me happy
Its usually my fault if someone I care about is upset with me
My self-esteem comes from helping others solve their problems
I tend to overextend myself in taking care of others
If necessary, Ill put my own needs aside in order to preserve my relationship
with my significant other
Giving is the most important way I have to feel good about myself
Fear of someone elses anger has a lot of influence on what I say or do

If you checked three of more of the statements, you will benefit by

improving your ability to prioritize you needs alongside those of others

Stress 30

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How to improve the prioritization of your

needs
Focus on giving at least equal time to your own needs
alongside the needs of others
- I exercise every morning. This is my time and I am quite
adamant about it. I cant give effectively to others without taking
this time for myself.-Manager

Learn to set limits on how much you do or how much you

will tolerate
- Unless there is an absolute emergency, I do not work weekends.
-Consultant

Learn to push back and say, no when appropriate

- I have no problem pushing back on the client for the teams sake.
Even just asking for a day delay on a presentation helps. You
would be surprised at how flexible and understanding clients are
and what a difference this makes to the team.-Manager

Stress 31

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Certain factors can exacerbate stress and

trigger performance decline

Hi
g

te
nd
pe
en
rf
cy
ec
to
tio
w
ni
sm ard
s

Factors that
can trigger
performance
decline

Stress 32

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Overview of high tendency towards

perfectionism
Characteristics of factor
Perfectionists tend to have
unrealistically high
expectations about oneself,
others, and life
- When outcomes fall short of
expectations, perfectionists
are highly disappointed and/or
critical

Tend to be over concerned

with small flaws and mistakes
in oneself or
accomplishments

Impact of factor on stress

levels
Pushes individuals forward
out of anxiety and fear rather
than from healthy pursuit of
excellence
Increases concern over small
flaws and mistakes amplifying
anxiety and increasing
likelihood of making further
errors
Promotes low self-esteem

- Focus on what is wrong and

discount or ignore what is
right

Stress 33

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Downside of high tendency towards

perfectionism
Common cause of low self-esteem
- Criticism of every effort convinces perfectionist that nothing is ever
good enough
- Failure to see positives inhibits building of self-confidence

Increases anxiety
- The more perfectionist an individual is, the more likely she or he is
to experience anxiety
- The more anxiety a perfectionist feels, the more likely performance
and happiness suffers

Can drive a perfectionist to chronic stress, exhaustion, and

burnout
- Constant, high, self-driven performance pressure is exhausting
- Inability to take a step back and enjoy life prevents individual from
rejuvenation

Stress 34

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Recommendations: dealing with a high

tendency towards perfectionism
Distinguish between perfectionism and a
healthy pursuit of excellence
Improve current self-view
Overcome perfectionist thought patterns
Overcome perfectionist perceptions

Stress 35

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There is a difference between perfectionism

and a healthy pursuit of excellence
Perfectionism

Healthy pursuit of excellence

Motivated by fear of failure or by a

strong sense of duty

Motivated by enthusiasm and find process

of learning/attaining exhilarating

Strives to be the best

Strives to do his/her best

Accomplishments (no matter how great)

never seem to satisfy or do not satisfy
for long

Efforts give a strong sense of satisfaction

and accomplishment (even if they are not
that great)

Feels self-esteem and love/acceptance

from others must be earned

Enjoys sense of unconditional self-esteem

and know that others will accept/love
them just as they are

Terrified by failure

Not afraid to fail (even though find it

disappointing)

Believes that inability to reach a certain

goal means she or he is a failure

Views failure as part of the learning

process and see it as an opportunity to
grow

Believes sharing vulnerable emotions

such as insecurity, anger, sadness is not
appropriate and makes a person seem
weak

Not afraid to share vulnerable emotions

with others, believes it makes people
seem human and facilitates closeness

Stress 36

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How to overcome perfectionist self-view

Current self-view

Recommended self-view

Believing your worth is determined

by your achievements

Letting go of the belief your worth is

determined by your achievements
and accomplishments

- I dont think I could feel good about

myself if I dont get a good
(consensus) review. Consultant

Tending to deny self pleasure and

fun to pursue external goals
- When we have a tight deadline, I stop
exercising, spending time with friends.
I think all my waking hours should be
spent delivering for my manager. AC

Tending to focus on achievements

rather than process
- I know the skills and experience Im
gaining are valuable, but honestly all I
really want is to do well here and that
means getting promoted.-Consultant

- I know the things about myself that

matter and nothing a manager can say
will change this. -AC

Making sure life is balanced, even

when significant external goals
appear to conflict
- I rarely ever work on weekends and
expect my team to take them off as
wellManager

Focus and value the process rather

than the achievements
- I tend not to worry so much about
outcome. My approach is to focus on
my skills and so I tend to play to my
weaknesses. -Manager

Stress 37

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How to overcome perfectionist thoughts

Current thoughts
Thoughts characterized by
shoulds and musts
- I should be able to do these blank
slides right the first time-AC

Thoughts characterized by all or

nothing or black and white
perspective
- I cant do a tight storyline at all. I
start with blanks and panic because I
know Ill never get it right.Consultant

Thoughts characterized by
overgeneralizations
- My manager criticizes practically
everything I do. I go home feeling
really badly about myself. It makes
me question how smart and capable I
am.-Consultant

Recommended thoughts
Thoughts characterized by self
acceptance
- I try to do the best I can and not
worry about what I think I should do.
-AC

Thoughts characterized by
exceptions or shades of gray
perspective
- I tend to break things down into
small steps and know that eventually
Ill accomplish it all.-Consultant

Thoughts characterized by
exceptions
- When I do poorly at something here,
I remind myself that it just means
that I did poorly on that task alone
Its important to keep it in
perspective.-AC

Stress 38

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

How to overcome perfectionist perceptions

Current perceptions
Tend to magnify the importance of
small errors and discount or
ignore positives
- Our credibility is shot with the
client when we present decks with
typos in it.-Manager
- I didnt learn one valuable thing in
my last case.-AC

Tend to work on goals that are

unrealistic
- I want to have complete ownership
on my workstream by the time I hit
the 6 month mark.-AC
- This may not be realistic, but I
really do want my manager to
review my deck and not find
anything wrong with it.-Consultant

Recommended perceptions
Put errors in perspective and
remember to take into account
positives in performance
- I try not to call out the small errors
that I see like spelling mistakeseven when they are just killing me. I
try to save my criticism for areas that
will have the most impact.-Manager

Tend to work on goals that are

realistic
- I set small goals for myself each day
so that I can see the progress Im
making.-AC
- I talk with my advisor and team
manager about my goals to make
sure theyre realistic. I also talk with
other people in my class to see what
theyre shooting for.-AC

Stress 39

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Certain factors can exacerbate stress and

trigger performance decline

Hi

gh

Factors that
can trigger
performance
decline
ne
ed

fo

co
nt
ro
l

Stress 40

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Overview of high need for control

Characteristics of factor

Impact of factor on stress

levels

People who have a high need

for control feel very
uncomfortable with
unpredictable future events

Creates constant vigilance

that all bases are covered
preventing best use of
available resources

People with a high need for

control have a constant
vigilance that all bases are
covered and have difficulty
letting go and trusting that
the process will lead to an
acceptable outcome

Increased concern over

ambiguity and
unpredictability of
performance outcome
heightens anxiety/fear and
negatively impacts
performance
Promotes frustration and
anger

Stress 41

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Downside of high need for control

Future events are generally unpredictable, creating

unnecessary stress and anxiety for those uncomfortable with
the unknown
Focusing on the unknown prevents allocating essential
resources to the here and now
Having constant vigilance that all bases are covered is not the
best uses of available resources
- Not strategic: allocates resources inefficiently to areas with little
impact
- Emotionally rather than rationally driven: based out of fear rather
than logic

Stress 42

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Recommendations: dealing with high need

for control
Increase acceptance of the unpredictable
Cultivate patience
Trust that most problems eventually work out
to an acceptable conclusion

Stress 43

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How to increase acceptance of the

unpredictable
Accept as inevitable that you will face many meaningful changes in your life
that you are unable to predict or control
- You can learn to deal with uncertainty now or struggle with it throughout your life
- There is not one benefit to worrying about things you have no control over;
allocate these resources to areas you can impact

Accept that very few of us ever feel truly prepared to cope with the big
changes that face us
- It is natural to feel overwhelmed and scared
- People often find that their response to an outcome is less emotional than
anticipated

Learn to tolerate ambiguity

- It is a fact of life and (ironically) is predictable
- Focus on the fact that the outcome will eventually be known and that when it is
you will take steps to deal with it

If you still cannot tolerate the unknown

- Imagine the best-case and worst-case scenarios
- Assign probabilities to each outcome happening
- Reality test probabilities to ensure they are not emotion driven (people have a
natural tendency to increase the probability of an aversive outcome occurring)
- Map out ways you will cope with each scenario

Stress 44

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How to cultivate patience

People with a high need for control tend to want to have

lifes problems solved immediately
- Not realistic expectations
- Conflicts with the nature of complex problems (e.g., the ones
that stress us the most)

Complex problems
- Tend to require a great deal of time to solve
- Have many moments of ambiguity
- Have many interconnected variables where one component
cannot be solved until another components is known

Stress 45

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How to trust the problems will eventually

work out
To trust that problems will eventually work out means that you
recognize and accept
- You will eventually find a solution
- If you cannot find or impact the solution, you will be able to accept it

Look back over your life and inventory of your strengths and coping
abilities
- Thinking through all that you have overcome to get where you are today
- Acknowledge the skills and fortitude required to get there

Recognize that those same resources will get you through most
anything you face
- Note how your strengths and coping abilities have helped you in the past
and can continue to generalize to new situations

Recognize that just as you developed and gained strengths and

coping skills in the past, you will gain new ones as life continues to
provide unexpected twists and turns
- Learn to view the unexpected as a chance to either strengthen current
coping abilities or a chance to grow and develop new ones

Stress 46

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Hi
gh
ig
no
re ten
de
si
nc
gn
y
s
to
of
st
re
ss

Certain factors can exacerbate stress and

trigger performance decline

Factors that
can trigger
performance
decline

Stress 47

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Overview of high tendency to ignore signs

of stress
Characteristics of factor
People who ignore signs of
stress tend to live in their
own heads or take an
analytical approach to life
and tend to ignore how they
feel psychologically and
physically
People who ignore signs of
stress tend to continue to
push themselves without
taking time to rejuvenate
until they reach the point of
exhaustion, burnout, or
illness

Impact of factor on stress

levels
Delays response to warning
signs of stress hindering
ability to prevent stress from
accumulating to unhealthy
levels
Chronic, cumulative stress
promotes the possibility of
experiencing stress-related
mental disorders and
physical ailments

Stress 48

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Downside of tendency to ignore signs of

stress
By not responding to the warning signs of stress and slowing
down, an individual significantly increases the likelihood of
experiencing chronic, cumulative stress
Chronic, cumulative stress taxes the neuroendocrine
regulatory system and increases possibility of experiencing
- Stress-related mental disorders (e.g., Generalized Anxiety Disorder,
Panic Attacks, Depression)
- Stress-related physical disorders (e.g., hypertension, ulcers,
headaches)
- Aversive stress-related physical symptoms (e.g., constant fatigue,
nervous stomach, tight muscles, cold hands)

Stress 49

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Recommendations: dealing with a tendency

to ignore signs of stress
Periodically measure your number of stress
symptoms
-Use the survey in the Appendix

Decide not to ignore your stress symptoms, but

instead face and overcome them using the
techniques presented in this module

Stress 50

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Summary of recommendations for dealing

with stress
Recommendations for dealing with stress

High need for

approval
Develop a
realistic view of
others approval
Be objective
with criticism
Learn to
prioritize your
own needs
alongside those
of others

High tendency
towards
perfectionism

High need for

control

Distinguish
Increase
between
acceptance of
perfectionism and
the
a healthy pursuit
unpredictable
of excellence
Cultivate
Improve current
patience
self-view
Trust that most
Overcome
perfectionist
thought patterns
Overcome
perfectionist
perceptions

problems
eventually work
out to an
acceptable
conclusion

High tendency to
ignore signs of
stress
Periodically
measure your
number of stress
symptoms
- use the survey in
the Appendix

Decide not to
ignore your stress
symptoms, but
instead face and
overcome them
using the
techniques
presented in this
module

Stress 51

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Agenda

Introduction
Recommended techniques for managing stress
Overcoming the triggers of performance decline
How can Managers manage stress?
How to screen for an anxiety disorder
Key takeaways
Additional resources on stress out
Appendix: Stress surveys

Stress 52

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Managers can help the team mitigate the

factors exacerbating stress
Managers can help address all of
the factors leading to stress

High need for

approval
Emphasize belief
in the teams
inherent worth
Provide clear,
frequent feedback
Take time to give
encouragement
and celebrate
successes
Remind the team
of the value their
team is providing

High tendency
towards
perfectionism

High need for

control

Help the team keep

job demands and
expectations in
perspective

Create a
collaborative and
less hierarchical
environment

Be open about and

comfortable with
own mistake with
the team

Have individual
meetings with team
members at start of
case to establish
shared expectations

Focus on the value

and process of skill
development

Always keep team

up to date on work
plan changes, and
clients and
partners
perspective

High tendency to
ignore signs of
stress
Model personal
management to
own stress
Frequently check
with team about
stress levels and
stress management
Use positive coping
techniques with the
team
Encourage team
members to pursue
positive coping
techniques

Stress 53

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Managers can help minimize impact of

high need for approval in teams
Emphasize belief in
teams inherent
worth
More than
anything, I trust in
the inherent
intelligence of my
team members.
I treat my team
members as
colleagues and the
atmosphere on my
team is
collaborative.
Having confidence
in the team. Is one
of the most
essential things a
manager needs to
do on a case.

Provide clear,
frequent feedback
I know how much
ACs and
Consultants want
our approval, want
to know how their
doing. So, I make
sure I provide lots
of feedback even
when Im dead
tired.
Managers always
think theyre giving
enough feedback,
but believe me,
most need to at
least double it. The
few managers that
give feedback
frequently are the
ones everyone
wants to work with.

Take time to give

encouragement and
celebrate successes

Remind team of the

value their work is
providing

I make sure the

I go out of my way
partner leaves a
to make sure each
team voicemail
team member knows
immediately after a
the value they are
big client meeting so
providing.
that the absent team Whenever I discuss
members can hear
a team members
the excitement and
workstream, I relate
celebration in the
every task in terms
partners voice after
of the value its
a good client
bringing the client.
meeting.
My manager is
I also try to leave
terrific about letting
personal voicemails
me know how
to highlight the
valuable my
specific
contributions are. It
accomplishments of
is great having my
each team member.
manager point it out
to me.-AC

Stress 54

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Managers can help minimize impact of

perfectionism in teams
Help team keep job
demands and expectations
in perspective

Be open about and

comfortable with own
mistakes with team

Focus on the value and

process of skill development

One of the most

important things a
manager can do for the
team is to keep this job in
perspective. Were not
dealing with life and death
situations here.

Im pretty honest about

the mistakes I make with
the team. I used to worry
that the team would lose
respect for me if I did this
or would let their own
standards slip, but I found
instead that the opposite
happened.

When I give negative

feedback to a team
member, I emphasize that
this is a terrific opportunity
for growth and learning. I
want them to leave my
office feeling accepted and
motivated/ capable of
improving in this area.

I try to use humor with

my team when talking
about a mistake Ive
made. I want them to
know that these things
happen, that we dont
need to take ourselves so
seriously and that the
most important thing is to
deal with the mistake
openly and directly.

When a team member falls

short of expectations on
something, I try to
emphasize the value in
these set backs and how
they are good opportunities
to learn. I work hard to
ensure that they dont view
the shortcoming as a
failure.

I am quite frank with my

team regarding how
important our work is and
I believe it is usually not
nearly as big a deal as the
team thinks it is. Some
managers may think this
de-motivates the team,
but I find that it takes the
pressure off them and
helps them perform their
best.

Stress 55

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Managers can help minimize impact of

need for control in teams
Create a collaborative and
less hierarchical
environment
I think were all doing
essentially the same job,
but just doing it on a
different scale. This
attitude helps make the
team environment more
collaborative.
If you dont give
intellectual ownership to
every team member and
make the process
collaborative, youre going
to have Sunday night
dread where your team
isnt excited to come to
work Monday morning.

Have individual meetings

with team members at start
of case to establish shared
expectations

Always keep team up to

date on work plan changes,
clients and partners
perspective

I find having individual

meetings with each team
member to talk about
what I expect and what
they expect is essential. I
try to reduce as much fear
of the unknown as possible
and work to make them
feel empowered in dealing
with me.

I make a point to keep

team members up to date
about what the client and
partner wants. This helps
them anticipate and adjust
to the changing needs and
expectations of the case. I
also find it helps reduce the
stress level on the team as
they feel in the know

I always make sure to

talk about expectations
with each team member at
the start of the case. I
cover work style, skill
plan, personal style; both
mine and theirs.

When I sense that we

might be changing
directions, I give the team
as much heads up notice as
possible. There is nothing
worse than feeling like
something has been sprung
on you that you didnt
anticipate.

Stress 56

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Managers can help minimize impact of

tendency to ignore signs of stress
Model personal
management to own
stress
I make a point of
letting my team
know that I take
the weekends off
and that I expect
for them to do the
same.
I often remind the
team that I
exercise in the
mornings to handle
stress.
My team knows I
frequently take off
in the middle of the
day for a quick
jog.

Frequently check in
with team about
stress levels and
stress management
Even when I get
good case team
scores, I will ask
the team about how
manageable theyre
finding the hours
and whether there
is anything we can
do to improve.
If I see someone
on the team pull
long hours, I make
a point to swing by
their desks and ask
if theyre finding it
manageable and
whether the work
load needs to come
down.

Use positive coping

techniques with team

Encourage team
members to pursue
positive coping
techniques

After a particularly If I learn about

grueling week, our
something a team
manager called
member does to
each person on the
handle stress in a
team and asked
positive way, I try to
them if they had
encourage it. For
anything imperative
instance, I had an AC
to do with the client
who loved taking a
on Monday and
weekly dance class
when we each said,
and I made sure she
no, he told us we
left each week in
should take that day
time to attend it.
off and have fun.
Ill sometimes tell a
We absolutely loved
team member to get
it and felt like he
outside and take a 20
really got how hard
minute walk. This
we had been
really seems to help
working.-SAC
them and I think
they appreciate it.

Stress 57

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Agenda

Introduction
Recommended techniques for managing stress
Overcoming the triggers of performance decline
How can Managers manage stress?
How to screen for an anxiety disorder
Key takeaways
Additional resources on stress out
Appendix: Stress surveys

Stress 58

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Screening tests overview

The screening tests presented here are not intended to

provide a diagnosis for clinical disorders
However, the screening tests may help identify anxiety
symptoms and determine whether a further evaluation by
a medical or mental health professional is necessary

As with any other illness, you should see your doctor if you
think you might have symptoms of an anxiety disorder

Stress 59

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Anxiety disorders sometimes arise from

increased stress
Approximately 1 in 15 individuals suffer from an
anxiety disorder
Anxiety disorders may develop from a complex set of
risk factors, including genetics, brain chemistry,
personality, and stressful life events
Anxiety disorders are highly treatable with therapy,
medication, or both

Stress 60

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There are six types of anxiety disorder

Generalized
Anxiety
Disorder
ObsessiveCompulsive
Disorder

Panic
Disorder and
Agoraphobia

Anxiety
disorders
PostTraumatic
Stress
Disorder

Specific
Phobias
Social Anxiety
Disorder

Stress 61

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Overview of Generalized Anxiety Disorder

Generalized Anxiety Disorder (GAD)

GAD is characterized by excessive, unrealistic worry that lasts
six months or more
In adults, the anxiety may focus on issues such as health,
money, or career
In addition to chronic worry, GAD symptoms include trembling,
muscular aches, insomnia, abdominal upsets, dizziness, and
irritability

Stress 62

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Self-screen for Generalized Anxiety Disorder

1. Do you feel quite anxious much of the time but do not
have distinct panic attacks, do not have phobias, and
do not have specific obsessions or compulsions?
Yes___

No___

2. Have you been prone to excessive worry for at least

six months?
Yes___

No___

3. Has your anxiety and worry been associated with at

least three of the following?
Yes___

No___

Restlessness or feeling keyed up or on edge

Being easily fatigued

Difficulty concentrating or mind going blank

Irritability

Muscle tension

Sleep disturbance (difficulty falling asleep,

staying asleep, or restless unsatisfying sleep)

Scoring key
If you answered yes to
questions #1-3, you may have
Generalized Anxiety Disorder
If you answered yes to
question #1, but no to
questions #2-3, you are
experiencing significant anxiety,
but it may not be severe
enough to qualify for an anxiety
disorder

Stress 63

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Overview of Panic Disorder and

Agoraphobia
Panic Disorder and Agoraphobia
Individuals suffer severe attacks of panic, which may make
them feel like they are having a heart attack or are going crazy
for no apparent reason
Symptoms include heart palpitations, chest pain or discomfort,
sweating, trembling, tingling sensations, feeling of choking,
fear of dying, fear of losing control, and feelings of unreality
Panic disorder often occurs with agoraphobia, in which people
are afraid of having a panic attack in a place from which escape
would be difficult, so they avoid these places

Stress 64

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Self-screen for Panic Disorder and

Agoraphobia
1. Do you have spontaneous anxiety attacks that come out of the blue? (only answer
yes if you do not have any specific phobias)
Yes___

No___

2. Have you had at least one such attack in the last month?
Yes___

No___

3. If you had an anxiety attack in the last month, did you worry about having another
one? Or did you worry about the implications of your attack for your mental or
physical health?
Yes___
No___
4. In your worst experiences of anxiety, did you have more than three of the following
symptoms?
Yes___
No___

Shortness of breath or
smothering sensation

Dizziness or unsteady feeling

Heart palpitations or rapid

heartbeat

Trembling or shaking

Sweating

Choking

Nausea or abdominal distress

Feelings of being detached

or out of touch with your
body

Numbness or tingling
sensations

Flushes or chills

Chest pain or discomfort

Fear of dying

Fear of going crazy or doing

something out of control

5. Does fear of having panic attacks cause to avoid certain

situations?
Yes___
No___

Scoring key

If your answers were

yes to questions #1-4,
you may have Panic
Disorder
If your answer was yes
to #1, but no to #4,
you may have Limited
Symptoms Panic Attacks
If you answered yes to
#5, you may have
Agoraphobia

Stress 65

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Overview of Post-Traumatic Stress

Disorder
Post-Traumatic Stress Disorder (PTSD)
PTSD can follow an exposure to a traumatic event such as a
sexual or physical assault, witnessing a death, the unexpected
death of a loved one, or natural disaster
There are three main symptoms associated with PTSD
- Reliving" of the traumatic event - such as flashbacks and
nightmares
- Avoidance behaviors - such as avoiding places related to the trauma
and emotional numbing (detachment from others)
- Physiological arousal - such difficulty sleeping, irritability or poor
concentration.

Stress 66

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Self-screen for Post Traumatic Stress

Disorder (1 of 2)
1.

Have you experienced or witnessed a life-threatening event that caused intense fear,
helplessness or horror?
Yes___
No___

2.

Do you re-experience the event in at least one of the following ways?

Yes___

3.

No___

Repeated, distressing memories and/or dreams?

Acting or feeling as if the event were happening again (flashbacks or a sense of reliving it)?

Intense physical and/or emotional distress when you are exposed to things that remind you of the
event?

Do you avoid reminders of the event and feel numb, compared to the way you felt before,
in at least three of the following ways?
Yes___

No___

Avoiding thoughts, feelings, or conversations about it?

Avoiding activities, places, or people who remind you of it?

Blanking on important parts of it?

Losing interest in significant activities of you life?

Feeling detached from other people?

Feeling your range of emotions is restricted?

Sensing that your future has shrunk (for example, you don't expect to have a career, marriage,
children, or a normal life span)?

Stress 67

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Self-screen for Post Traumatic Stress

Disorder (2 of 2)
4.

Are you troubled by at least two of the following?

Yes___
No___

Problems sleeping?

Irritability or outbursts of anger?

Problems concentrating?

Feeling "on guard"?

An exaggerated startle response?

Scoring key
If you answered yes to
questions #1-#4, you
may have Post Traumatic
Stress Disorder

Stress 68

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Overview of Social Anxiety Disorder

Social Anxiety Disorder (SAD)

SAD, or Social Phobia, is characterized by extreme anxiety
about being judged by others or behaving in a way that might
cause embarrassment or ridicule
This intense anxiety may lead to avoidance behavior
Physical symptoms associated with this disorder include heart
palpitations, faintness, blushing and profuse sweating

Stress 69

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Self-screen for Social Anxiety Disorder

1. Do you avoid certain situations because you are afraid of being negatively
evaluated or embarrassed by other people?
Yes___

No___

2. If you answered yes to #1, please check the following situations that
you avoid

Sitting in any kind of group

Giving a talk or presentation to others

Parties and social functions

Using public restrooms

Eating in front of others

Writing in front of others

Dating

Any situation where you might say

something foolish

Other ______________

Scoring key
If your answer was yes to
questions #1, you may have
Social Phobia
Your answers to question #2
provide insight into the extent
and type of Social Phobia you
may be experiencing

Stress 70

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Overview of Specific Phobias

Specific Phobias
People with specific phobias suffer from an intense fear
reaction to a specific object or situation (e.g., spiders, heights)
The level of fear is usually inappropriate to the situation and is
recognized by the sufferer as being irrational

This inordinate fear can lead to the avoidance of common,

everyday situations

Stress 71

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Self-screen for Specific Phobia

1. Do you fear and avoid any one (or more than one) of the following?

Insects or animals (e.g., spiders,

bees, snakes, rats, bats, or dogs)

Doctors or dentists

Thunder or lightening

Heights

Driving

Water

Tunnels

Blood

Bridges

Injections or medical procedures

Elevators

Illness such as heart attacks or

cancer

Airplanes (flying)

Darkness

Other _____

2. Do you have high levels of anxiety usually only

when you have to face one of these situations?
Yes___

No___

Scoring key
If you checked one or
more items in question #1
and answered yes to
question #2, you may
have a Specific Phobia

Stress 72

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Overview of Obsessive-Compulsive
Disorder
Obsessive-Compulsive Disorder
Individuals are plagued by persistent, recurring thoughts
(obsessions) that reflect exaggerated anxiety or fears
Typical obsessions include worry about being contaminated or
fears of behaving improperly or acting violently
Obsessions may lead an individual to perform a ritual or a
routine (compulsion) to relieve the anxiety caused by the
obsession
- Examples of compulsions: washing hands, repeating phrases,
hoarding

Stress 73

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Self-screen for Obsessive-Compulsive

Disorder
1. Do you have reoccurring, intrusive thoughts of any of the following?
Yes___

No___

Hurting or harming someone close to you

Being contaminated with dirt or a toxic substance

Fearing you forgot to lock your door or turn off an appliance

An unpleasant fantasy of catastrophe

Other ___________

2. Do you perform any of the following ritualistic acts to relieve anxiety

or irrational fears?
Yes___

No___

Washing your hands

Checking and re-checking things

Counting

Other ___________

Scoring key
If you answered yes to questions
#1, but no to #2, you may have
Obsessive-Compulsive Disorder with
Obsessions only
If you answered yes to question #1
and 2, you may have ObsessiveCompulsive Disorder with Obsessions
and Compulsions

Stress 74

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Agenda

Introduction
Recommended techniques for managing stress
Overcoming the triggers of performance decline
How can Managers manage stress?
How to screen for an anxiety disorder
Key takeaways
Additional resources on stress out
Appendix: Stress surveys

Stress 75

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Key takeaways

The ability to deal with stress and stress-related symptoms is a

key driver of individual performance and achievement in any
professional environment
This tools and techniques for assessing and tackling stress
discussed in this module can be effective in reducing the worst
effects of stress
- Learn about them and use them!

This module, however, is not intended as a substitute for

medical or psychological advice or treatment
- Seek help from a medical professional if you have any concerns
about these issues

Stress 76

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Agenda

Introduction
Recommended techniques for managing stress
Overcoming the triggers of performance decline
How can Managers manage stress?
How to screen for an anxiety disorder
Key takeaways
Additional resources on stress out
Appendix: Stress surveys

Stress 77

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Recommended reading for stress and stress

related problems and issues (1 of 2)
Anger Management
- When Anger Hurts: Quieting the Storm Within (McKay, Rogers & McKay, 1989)

Assertiveness Training
- Dont Say Yes When You Want to Say No (Fensterheim & Baer, 1975)

Deep Breathing
- The Breathing Book (Farhi, 1996)

Deep Relaxation Techniques

- New Directions in Progressive Relaxation Training: A Guidebook for Helping
Professional (Bernstein, Borkovec, & Hazlett-Stevens, 2000)

Drinking
- How to Control Your Drinking: A Practical Guide to Responsible Drinking

Generalized Anxiety Disorder

- The Worry Control Workbook (Copeland, 1998)
- Overcoming Generalized Anxiety Disorder (White, 1998)
- Mastery of Your Anxiety and Worry (Barlow & Craske, 1992)

Panic Disorder and/or Agoraphobia

- Mastery of Your Anxiety and Panic (Barlow & Craske, 2000)
- An End to Panic (Zeurcher-White, 1998)
- Triumph Over Fear (Ross, 1994)

Stress 78

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Recommended reading for stress and stress

related problems and issues (2 of 2)
Post Traumatic Stress Disorder
- Coping with Trauma: A Guide to Self-Understanding (Allen, 1999)
- PTSD: The Victims Guide to Healing and Recovery (Flannery, 1995)

Specific Phobia
- Mastery of Your Specific Phobia (Barlow & Craske, 1995)
- Overcoming Specific Phobia (Bourne, 1998)

Social Anxiety (and Social Confidence)

- The Shyness and Social Phobia Workbook (Martin and Swinson, 2000)
- Managing Social Anxiety: A Cognitive Behavioral Approach (Hope,
Heimberg, Juster, & Turk, 2000)

Time Management
- Time Tactics of Very Successful People (Griessman, 1994)
- Balancing Acts: Juggling Life, Love, Work, Family, and Recreation
(Stautberg & Worthing, 1992)

Obsessive Compulsive Disorder

- The OCD Workbook (Hyman and Pedrick, 1999)

Stress 79

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Frequently asked questions about cognitive

therapy (1 of 2)
Who should consider cognitive therapy?
- Anyone
- Anyone
- Anyone
- Anyone

who
who
who
who

wants to experience significant improvement in symptoms of stress

wants to perform better under heightened levels of stress
wants to overcome vulnerability factors to stress
thinks they may have an anxiety disorder

What is cognitive therapy?

- One of the few forms of psychotherapy that has been scientifically tested and
found to be effective in over three hundred clinical trials for many different
disorders
- Focused on the present
- Problem-solving and results oriented
- Practical and collaborative

How many sessions will I need?

- Decision is made cooperatively between therapist and patient
- Therapist usually has a rough idea after one or two sessions regarding how long it
might take to reach the goals set in first session

Cognitive therapists are often a good choice for

tackling stress-related problems

Stress 80

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Frequently asked questions about cognitive

therapy (2 of 2)
How will I know if the therapy is working?
- Therapist will have you complete objective tests to track progress
towards goals

How long will it take before I feel better?

- Expect to notice a decrease in symptoms within three to four weeks of
therapy (if you have completed sessions and assignments)
- Expect scores on objective tests begin to drop within several weeks

How can I find a certified cognitive therapist?

- Visit the Academy of Cognitive Therapy (ACT) website for referrals
across the world: www.academyofct.org
- Call The Academy of Cognitive Therapy for referrals across the world at:
610-664-1273

Cognitive therapists are often a good choice for

tackling stress-related problems

Stress 81

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Agenda

Introduction
Recommended techniques for managing stress
Overcoming the triggers of performance decline
How can Managers manage stress?
How to screen for an anxiety disorder
Key takeaways
Additional resources on stress out
Appendix: Stress surveys

Stress 82

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Three surveys can help assess the overall

levels of stress in our work
Stress assessment surveys

Stress
symptoms
survey

Stressful
events
survey

Stressful
responses
surveys

Stress 83

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Three surveys can help assess the overall

levels of stress in our work
Stress assessment surveys

Stress
symptoms
survey

Stress 84

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Stress symptoms survey (1 of 2)

Evaluate each statement in terms of how often it was true for

you in the past six months
Never

Occasion- Someally
times

Frequently

Almost
always

I felt little enthusiasm for doing my job

0-------1-------2-------3-------4

I felt easily bored

0-------1-------2-------3-------4

I felt tearful or angry

0-------1-------2-------3-------4

I felt moody, irritable, or impatient over small inconveniences

0-------1-------2-------3-------4

I felt physically, emotionally, or spiritually depleted

0-------1-------2-------3-------4

I felt emotionally callous about the problems and needs of others

0-------1-------2-------3-------4

I felt a sense of dissatisfaction, of something wrong or missing

0-------1-------2-------3-------4

I felt helpless or out of control

0-------1-------2-------3-------4

I wanted to withdraw from the constant demands on my time and energy

0-------1-------2-------3-------4

I seemed to have more problems with relationships than usual

0-------1-------2-------3-------4

I had more headaches, backaches, or tight muscles than usual

0-------1-------2-------3-------4

Stress 85

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Stress symptoms survey (2 of 2)

Evaluate each statement in terms of how often it was true for

you in the past six months
Never

Occasion- Someally
times

Frequently

Almost
always

I had stomach problems

0-------1-------2-------3-------4

I had trouble falling asleep or slept too much

0-------1-------2-------3-------4

I was less interested in sex than usual

0-------1-------2-------3-------4

I procrastinated more than usual

0-------1-------2-------3-------4

I was more forgetful than usual

0-------1-------2-------3-------4

I had difficulty concentrating

0-------1-------2-------3-------4

I was less decisive than usual

0-------1-------2-------3-------4

I was not as efficient as usual

0-------1-------2-------3-------4

The quality of my work declined

0-------1-------2-------3-------4

My resistance to physical illness was lower

0-------1-------2-------3-------4

Compared to usual, I was:

0-------1-------2-------3-------4

Eating more or less

- Drinking more caffeine (e.g., coffee, tea, soda)
- Smoking more cigarettes
- Using more alcohol

0-------1-------2-------3-------4
0-------1-------2-------3-------4
0-------1-------2-------3-------4

Stress 86

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Stress symptoms scoring key

Write in your score

and range

Add up your total score by summing the points you circled

on slides #86 and #87
Find your relative range (low,medium, high) by comparing
your score to those of other individuals in similar jobs
- Low scores are <20 points
- Medium scores are 21-40 points
- High scores are >40 points

Stress 87

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Three surveys can help assess the overall

levels of stress in our work
Stress assessment surveys

Stressful
events
survey

Stress 88

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Stressful events survey (1 of 4)

Evaluate each statement in terms of how often it was true for
you in the past six months
Work over-load

Never

Occasionally

Sometimes

Frequently

Almost
always

I had unrealistic/tight deadlines

0-------1-------2-------3-------4

I took on new responsibilities without letting go of old ones

The size of my workload interfered with how well I did it

My job interfered with personal commitments

I worked on my own time (e.g., evenings after 8pm, weekends)

0-------1-------2-------3-------4
0-------1-------2-------3-------4
0-------1-------2-------3-------4
0-------1-------2-------3-------4

Work under-load

I had too little to do

0-------1-------2-------3-------4

I felt overqualified for the work I did

My work was not challenging

Most of my work was routine

I could have handled more responsibility than what I was given

0-------1-------2-------3-------4
0-------1-------2-------3-------4
0-------1-------2-------3-------4
0-------1-------2-------3-------4

Value of work

My work was poorly recognized or appreciated

0-------1-------2-------3-------4

The person I reported to was overly critical of my work

I received little positive encouragement

My ideas and opinions were not valued

I felt unaccepted by my team

0-------1-------2-------3-------4
0-------1-------2-------3-------4
0-------1-------2-------3-------4
0-------1-------2-------3-------4

Stress 89

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Stressful events survey (2 of 4)

Evaluate each statement in terms of how often it was true for
you in the past six months
Merit basis of work

Never

Occasion- Someally
times

Frequently

Almost
always

I felt little relationship between how I performed and how I was rated

0-------1-------2-------3-------4

I sensed that popularity and politics were more important than performance

0-------1-------2-------3-------4

It was unclear what the person I report to thought of my performance

0-------1-------2-------3-------4

I did not know what I was doing well and what I should do better

0-------1-------2-------3-------4

There was little relationship between how I performed and the feedback I received

0-------1-------2-------3-------4

Control of work

I did not feel I could push back on the client or my manager/partner when I needed to

0-------1-------2-------3-------4

I had little influence on the decisions that affected me

0-------1-------2-------3-------4

I did not have anyone in authority I could get help from without adverse consequences

0-------1-------2-------3-------4

My opinions regarding my work plan were not really considered

0-------1-------2-------3-------4

My opinions regarding staffing were not really considered

0-------1-------2-------3-------4

Career progress

I felt pessimistic about the number of opportunities for advancement/promotion

0-------1-------2-------3-------4

I felt hindered from progressing in my career more quickly

0-------1-------2-------3-------4

I worried my performance was not as good as my peers

0-------1-------2-------3-------4

I worried my performance was not good enough to stay here another year

0-------1-------2-------3-------4

I worried my performance trajectory was not steep enough to stay here another year

0-------1-------2-------3-------4

Stress 90

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Stressful events survey (3 of 4)

Evaluate each statement in terms of how often it was true for
you in the past six months
Difficult people

People I worked with had outbursts of anger

People I worked with were hostile, sarcastic, or condescending

People I worked with were stubborn or argumentative

People I worked with were critical or judgmental

People I worked with did not know how to motivate me

Never

Occasionally

Sometimes

Frequently

Almost
always

0-------1-------2-------3-------4
0-------1-------2-------3-------4
0-------1-------2-------3-------4
0-------1-------2-------3-------4
0-------1-------2-------3-------4

Conflict

I could not get what I needed in order to get my job done efficiently

There were disagreements with my team or client map(s)

I felt caught in the middle with team members or client map(s)

I was expected to satisfy conflicting needs among people at work

I was expected to satisfy conflicting needs between work and home life

0-------1-------2-------3-------4
0-------1-------2-------3-------4
0-------1-------2-------3-------4
0-------1-------2-------3-------4
0-------1-------2-------3-------4

Isolation

I experienced little meaning in my work

I did not have the support I needed/wanted from my colleagues

I felt alone/isolated

I did not feel I could ask for help/show weakness with anyone at work

My values seemed different from my colleagues

0-------1-------2-------3-------4
0-------1-------2-------3-------4
0-------1-------2-------3-------4
0-------1-------2-------3-------4
0-------1-------2-------3-------4

Stress 91

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Stressful events survey (4 of 4)

Evaluate each statement in terms of how often it was true for
you in the past six months

Environment

I experienced traffic/flight delays in getting where I needed to go

My workspace environment made it difficult to concentrate on my work

My workspace environment lacked the privacy needed to do my work

My workspace environment lacked enough space to do my work

I had too little or too much contact with people than what I usually like

Never

Occasion
-ally

Sometimes

Frequently

Almost
always

0-------1-------2-------3-------4
0-------1-------2-------3-------4
0-------1-------2-------3-------4
0-------1-------2-------3-------4
0-------1-------2-------3-------4

Information

My supervisor was not clear about my desired output

I did not understand the criteria used to evaluate my performance

I was unsure about my roles/responsibilities on my team

I did not have enough information from team members to complete

tasks optimally

I did not have enough information from the client to complete tasks
optimally

0-------1-------2-------3-------4
0-------1-------2-------3-------4
0-------1-------2-------3-------4
0-------1-------2-------3-------4
0-------1-------2-------3-------4

Stress 92

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Stressful events scoring key (1 of 2)

Find your total stressful events score by

- Entering the subtotals for each stressful events category on
the next slide by summating across the points you circled on
slides #90-93
- Adding up the subtotals entered on the next slide

Find your total stressful events range (low,medium, high)

by comparing your total score to the scores of other
individuals in similar jobs presented on the next slide

Stress 93

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Stressful events scoring key (2 of 2)

Write in
your score
Work over-load
Work under-load
Value of work
Merit basis of work
Control of work
Career progress

Write in
your range

Find your relative range

(low,medium, high) by comparing
your score to those of other
individuals in similar jobs
- Low scores are <40 points
- Medium scores are 41-80 points
- High scores are >80 points

Conflict
Isolation
Environment
Information
Your total score

Stress 94

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Three surveys can help assess the overall

levels of stress in our work
Stress assessment surveys

Stressful
responses
survey

Stress 95

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Stressful responses survey (1 of 2)

Evaluate each statement in terms of how often it was true for

you in the past six months
Never

Occasion- Someally
times

Frequently

Almost
always

1.

I ignored how I felt and worked harder

0-------1-------2-------3-------4

2.

I sought out friends for conversation and support

0-------1-------2-------3-------4

3.

I ignored the problem until it went away

0-------1-------2-------3-------4

4.

I engaged in some sort of physical exercise

0-------1-------2-------3-------4

5.

I found that I took my frustrations out on those around me

0-------1-------2-------3-------4

6.

I used relaxation techniques or self-hypnosis

0-------1-------2-------3-------4

7.

I smoked or ate to make myself feel better

0-------1-------2-------3-------4

8.

I identified my source of stress and worked to change it

0-------1-------2-------3-------4

9.

I withdrew emotionally and went through the motions of my day

0-------1-------2-------3-------4

10.

I found a way to change my outlook on the problem

0-------1-------2-------3-------4

11.

I slept more than I really needed to

0-------1-------2-------3-------4

Stress 96

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Stressful responses survey (2 of 2)

Evaluate each statement in terms of how often it was true for

you in the past six months
Never

Occasion- Someally
times

Frequently

Almost
always

12.

I reminded myself to focus on the process of what I was doing and not
the end result

0-------1-------2-------3-------4

13.

I told myself I should be able to figure it out

0-------1-------2-------3-------4

14.

I took some time off and really got away from my working life

0-------1-------2-------3-------4

15.

I bought something to make myself feel better

0-------1-------2-------3-------4

16.

I joked with friends and used humor to put my problem in perspective

0-------1-------2-------3-------4

17.

I drank alcohol to relax

0-------1-------2-------3-------4

18.

I got involved in an activity that makes me unwind and have fun

0-------1-------2-------3-------4

19.

I took medicine to relax or sleep better

0-------1-------2-------3-------4

20.

I prayed, meditated or enhanced my spiritual life

0-------1-------2-------3-------4

21.

I reminded myself that I am only as good as my last result

0-------1-------2-------3-------4

22.

I focused on things I could control and accepted things I couldnt

0-------1-------2-------3-------4

Stress 97

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.

Stressful responses scoring key

Scoring key steps

Write in your
scores/ranges

Add up responses to odd numbered statements on slide

#97 and #98 (negative coping responses)
Add up responses to even numbered statements on slide
#97 and #98 (positive coping responses)
Add together odd and even numbered statements taking
into account negative and positive signs of total values
(this is your total coping score)
Find your coping range (low, medium, high) by comparing
your score to scores of other individuals in similar jobs
- Low scores are <-5 points
- Medium scores are 5 to 0 points
- High scores are >0 points

Stress 98

This information is confidential and was prepared by Bain & Company solely for training purposes; it is not to be relied on by any 3rd party without Bain's prior written consent.