Organization Development

9Volume 29 � Number 1 � Spring 2011

Abstract

With the current environmental turmoil that is forc- ing rather dramatic organizational changes today, stress has become a particularly important issue with which responsive leaders are being called upon to deal. The purpose of the present treatise is to address the nature of stress, the causes of stress, the impor- tance of The Key for effective leadership in this undertaking---and value of The Key in contemporary organizational development. The opening analogy of the leadership perspective of Aristotle will be used in helping to focus on the need for successful leaders to “be a very great many” in the process of effective organizational stress management.

The Key with which a leader communicates with employees and other individuals resides in the thoughts and feelings that are based upon his atti- tudes. Due to the fact that potential stressful issues and events arise only when one’s thoughts and feel- ings label them as such, The Key therefore becomes a very important element in effective stress manage- ment. The self-perception, purpose, internal power versus external force, and adaptive skills and strate- gies of effective leaders are also addressed. The nature of stress, stress-reducing guidelines, recogni- tion and response to stress, and the A-B-C paradigm of stress management are dealt with as important dimensions for the responsive leadership of stress management in organizational development. Throughout the material, examples are used to illus- trate more fully the importance of The Key for effec- tive stress management by responsive organizational leaders.

The Key for Effective Stress Management: Importance of Responsive Leadership in Organizational Development

John R. Darling Victor L. Heller

John R. Darling is a Distinguished Visiting Professor of Management, TheUniversity of Texas at San Antonio; and concurrently a DistinguishedVisiting Professor of International Business, Aalto University School ofBusiness, Finland. He has served as an administrator and/or professor atvarious US and foreign universities, and is the author of 12 books andmonographs, and over 250

journal articles. He has also served as aconsultant to such US firms as Texas Instruments, AT&T, Citi Bank, PizzaHut, Holiday Inns, Marriott, and Delta Airlines; and several foreignbusiness firms.

Contact Information: John R. Darling, Ph.D. Distinguished Visiting Professor of Management The University of Texas – San Antonio San Antonio, Texas U.S.A. E-mail: [email protected]

Aristotle, the renowned Greek philosopher, was once asked by Philip of Macedonia, the ruler of that day, to tutor his young son. His name was Alexander, and in time he would become known as Alexander the Great. Aristotle taught Alexander about mathematics and other subjects, including the fundamentals of leading people. In the middle of a mathematics lesson one day, Alexander asked his teacher: “How many can one person be?” Aristotle then taught to this future extender of Greek civilization throughout the known world---this very important leadership lesson: “In the arena of human affairs---of organizational leadership---one person can be a very great many.”

Introduction

In virtually all dimensions of the socioeconomic environment today, a state of enormous change is occurring. Concerns focusing on such general issues as business, government, politics, educa- tion, health and social care, and religion, as well as the specifics of managing, leading, investing, borrowing, buying, owning, working and inno- vating are permeating societies as never before (Coy, 2008). However, it is not a situation to bring fear or panic, but one that offers as no other peri- od of human history opportunities in which many creative and concern-based leaders can function as a very great many in helping make a difference in the personal and professional lives of individu- als who are involved as stakeholders in their organizations.

In times of change, opportunities abound. But meaningfully responding to them requires quality and versatile leadership, with sensitive and cre- ative attitudes, thoughts and feelings, in order to often address the adjustments needed by those individuals affected within an organizational arena (Thornton, 2009). This era offers opportuni-

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Dr. Victor L. Heller is the Director of Executive Education, Learning Community Advocate (Ethics Officer) and an Associate Professor of Marketing at the University of Texas at San Antonio. His higher education degrees are from Arizona State University.

His thirty-six year career has blended academic and practi- cal experiences. He has taught at Arizona State University, Northern Arizona University, and the American Graduate School of International Management (Thunderbird).

Vic’s practitioner experiences include; CEO of a non-profit association, CFO of a not-for-profit organization, registered lobbyist, director of a state agency, university administra- tor, and an assistant to a mayor, a city manager and an university president.

Dr. Heller has been active in numerous local, state, nation- al and international professional boards and organizations. His higher education degrees are from Arizona State University.

Contact Information Victor L. Heller, Ph.D. Center for Professional Excellence College of Business The University of Texas at San Antonio One UTSA Circle San Antonio, Texas 78249-0634 210.458-7135

ties for growth and development, but this period of time also places before leaders the basic issue of adaptive and supportive involvement. Therefore, a new “spirit of creative thinking and opportunity awareness and response” must be borne within these leaders, a spirit that evolves from a commitment to the thought processes that focuses on the opportunities that exist for creative change within their organizations, and a sensitivi- ty to the inevitable stress-based concerns that reside within the individuals who will be called upon to implement organizational responses to those opportunities.

The most important freedom that human beings possess is the freedom to make choices; and the most important choice they make is that which they think about. Why? With regard to individuals in leadership roles, their thoughts and feelings, fun- damentally based on attitudes, thereby also con- trol the levels of organizational success, and every other aspect of an organizational leader’s arena of endeavor. Leaders become that which they think about most of the time. Earl Nightingale (1956) originally referred to this perspective as “The Strangest Secret.” The Key to the successful lead- ership of organizational enhancement and devel- opment in today’s era of dramatic environmental changes is thereby embedded in the leader’s thoughts and feelings. This treatise focuses on The Key, and its important role in guiding and directing organizational leaders in dealing effec- tively with the management of stress. Stress typi- cally arises when organizations are confronted with an environment of change, corresponding with the consequent adjustments required. But what is the essence of The Key to success in leader- ship endeavors in today’s often chaotic arena of change?

Concept of The Key

There is a fundamental basis for successful stress management in today’s environment of change, and it is basically found in the nature of the atti- tudes and commensurate thoughts and feelings generated by leaders (Byrne, 2006). When a leader generates a thought and thereby creates a feeling, those are communicated (vibrated) to oth- ers with whom he (masculine terms are used as a gender neutral reference in this material) is asso- ciated---both within the internal universe of an organization, and in the broader external universe that includes the organization’s customers, suppli- ers, investors, and other stakeholders. Similar thoughts and feelings are then attracted from individuals in both dimensions of the universe. This comes about via the law of attraction on the fundamental basis of the principle that “like attracts like” (Losier, 2006). A leader’s thoughts have a frequency and are magnetic. As that indi- vidual generates thoughts, these are transmitted (vibrated) out into the universe, and they magnet- ically attract similar thoughts (Hanson, 2004). The term “universe,” as used here, refers to all of the elements to which a leader’s thoughts and feelings are consciously or unconsciously con- veyed, and the sources from which responses to these thoughts and feelings are returned to that individual. For the leader, the universe, therefore, simultaneously exists in two major dimensions: that which is internal to the organization and that which is external. Employees comprise the major dimension of the universe that is internal, and customers, suppliers and investors the major dimensions of the universe that is external. When environmental changes bring about the necessity for change within an organization, these changes have the potential of creating stress in the individ- uals affected. Therefore, effective stress manage-

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ment must be a constant companion in the thoughts and feelings of responsive organization- al leaders. Such has been the case of Cisco’s CEO, John Chambers, as he has led the development of his business firm to its position as the world’s leading enterprise, despite the environmental changes that have negatively affected many of its competitors. In his leadership position, John Chambers has become known as a positive thinker and reflector of The Key, first class. He is thereby recognized among the management lead- ership of Cisco, and its major competitors, as a superb leader in the arena of stress management (McGirt, 2009).

A leader’s thoughts are thereby The Key that plays a major role in creating not only the future for that particular individual, as well as the organiza- tion with which the leader is involved. A leader’s real passions for an organization are significantly facilitated by that which is attracted from the stakeholders, as well as others in the multi- dimensioned universe in response to the leader’s thoughts and feelings. The Key for successful leadership during times of change, and the com- mensurate organizational development and enhancement that must occur in response to these changes, is, thus, a profound paradox---on the surface appearing to be quite simple, but in reali- ty enormously complex. As implied in the metaphor noted at the beginning of this treatise, a leader’s effective management of stress in times of change requires a persona of being “a very great many” in helping to address the perceptive needs of many different individuals both within and outside of an organization.

Whatever the leader basically summons into the endeavors relating to organizational development is therefore a reflection of that individual’s per-

sistent thoughts and feelings---and are thus his direct responsibility. The leader’s thoughts there- by determine the nature of the communications (vibrations) that are emitted to the universe (Hicks & Hicks, 2006). When the leader thinks positively and creatively in responding to the con- ditions and opportunities that exist, positive and creative thoughts, and feelings are emitted, there- by typically attracting positive responses from the universe via the law of attraction. Positive fre- quencies include courage, charity, joy, concern, appreciation, hope, acceptance, patience and peace. On the other hand, when the organization- al leader thinks negatively, he is on a frequency of typically attracting negative responses. Negative thoughts, feelings and frequencies include disap- pointment, anger, fear, jealousy, apathy, anxiety and regret. These negative frequencies reduce a leader’s power and influence, and tend to make that individual weak---thereby generating addi- tional negative influences into the organization from the universe within the firm as well as from outside of the firm, via the law of attraction. Responses of the leadership of Toyota to product quality issues that were documented by the inter- national marketplace to be inaccurate and gener- ated by inappropriate negative thoughts and feel- ings thus resulted in a year-long period of extend- ed crises within that firm. Due to this inaccurate management of a severe crisis within Toyota, it is expected to take several years before Toyota again reaches its previous position as the world’s lead- ing automobile manufacturer---if it ever does obtain this position again (Heller & Darling, forthcoming 2011).

A successful leader must, therefore, carry within himself a recognition that his thoughts and feelings do make a difference within an organization faced with today’s conditions of global change and

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unrest. The leader sets a tone via his thoughts and feelings---a tone that permeates the cultural fabric of the organization. And those thoughts and feelings are communicated (vibrated) to the universe both consciously and unconsciously. For example, whatever is assumed by the leader to have worked in the past, under conditions of nor- mal environmental conditions, must be given way to whatever will work in the present---requiring a creativeness in thought processes focusing on communicating, motivating, mentoring, investing, producing and innovating as never before experi- enced relating to the involvement of employees and others deemed necessary for success (Engardio, 2008).

These contemporary times of change and even varying degrees of turmoil therefore require posi- tive and expectant thoughts and feelings in order to provide the operational foundation for the organization’s continuing or renewed quest for meaningful development. The successful leader must establish and maintain this foundation par- ticularly during times in which it is necessary to institute organizational changes and develop- ments by taking strong action, and taking it quickly, openly, straightforwardly and honestly (Welch & Welch, 2008). Together, speed, trans- parency, simplicity and forthrightness form a very important “credibility thought-based scenario,” and the closer any leader comes to meeting all four of these particular issues and responsibilities, the more credibility that he will establish.

Self-Perception and Purpose

In an era of environmental changes, a primary test of successful organizational development lies in a leader’s focus on people (e.g., employees, cus- tomers and suppliers) and their meaningful con-

cerns within the context of change. For example, this helps in the process of providing focused meaning and a sense of worth and purpose for the individuals in the organization---such as been the leadership position established by Apple’s CEO, Steve Jobs. His very positive self-perception and well-known service-oriented purpose has continued to lead Apple in its continuing quest for innovative excellence and its leading position in creative and innovative technology develop- ment of products---the result of which has been unmatched customer acceptance in the world marketplace (Manjoo, 2010). One does not have to be brilliant and well-educated to be a successful leader; but one does have to deeply understand people---how they feel, their thought and feeling priorities, their primary concerns, and the most effective ways to assist and influence them. This is particularly important during periods of insecu- rity and concern that typically prevail in organiza- tional development’s responsive to today’s requirements for change---and the potential thoughts and feelings of stress. In reality, the con- temporary environment setting calls for leaders who can function successfully in times of poten- tially high stress and turmoil, with the abilities and skills to achieve the desired results.

Implementation of The Key by the successful and resourceful leader begins with an awareness of how he thinks and feels about himself (Hanson, 2004). How that individual views himself, posi- tively or negatively, is an interactive aspect of The Key and will thereby affect the organization’s responsiveness to development needs in an era of environmental turmoil. The prerequisite to appreciating and respecting others within an organization rests with the appreciation and respect the leader has for himself. The leader must thereby internally and externally think

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opportunistically, expectantly and successfully, and must play positive attitudinal messages in his mind moment after moment, over and over again. In doing so, positive organizational development in an era of operational change can become a greater reality for the organization. The opportu- nities that therefore emerge can become major positive and innovative transformational turning points for the future of the organization.

In potentially stressful situations that evolve in the present era of change, the leader’s self-percep- tion is also affected by his genuine concern for and service to others. If one desires the quality of professional accomplishments to increase, to improve organizational fulfillment and be more successful, the leader must positively and cre- atively help improve the lives of employees and others within his arena of endeavor (Hicks & Hicks, 2006). Identifying, focusing on and imple- menting a focal purpose of service to others in an era of change are paramount to achieving the leader’s ultimate personal and professional fulfill- ment and success. When one seeks and chooses to lead, particularly in times of environmental changes, via a model of integrity, of dedication, and of making a positive difference in the lives of others with whom he is involved, it is absolutely incredible what the leader can thereby accom- plish.

In achieving success, there are issues on which the leader needs to remain focused regarding his service and involvement with employees and oth- ers (Goldsmith & Reiter, 2007). These include the following. (1) Judge others less. Realize that any unusual behavior by these individuals may have deeper causes. Be increasingly more empathetic and tolerant. (2) Help those who are emotionally down. Some associates and employees are dealing

with unusual amounts of personal stress them- selves. Help them now and they will be motivated to return that loyalty. (3) Focus on the future. Most people want to talk and focus on “what could have been.” Forget that tendency. The leader should focus those with whom he is involved on what’s possible and opportunistic for the future. (4) Understand personal emotions. The leader may also have some personal feelings of stress and insecurity. Get help, be professional, and be very cautious about conveying those feelings to others.

The thoughts and feelings of leaders during eras of change and potential stress must be a reason- ably optimistic reflection of the purpose (mission, dream) to which they have dedicated themselves. The tenor of responses they receive from the uni- verse via the law of attraction become an affirma- tion of the value given to the purpose on which the leader has focused endeavors, and the impor- tance of that purpose as perceived by others with- in the organization and marketplace. The more the leader identifies his purpose with making a positive difference in the development of the organization, and correspondingly uses the enor- mous power of positive thoughts, the more posi- tive power and support he will draw from the universe via the law of attraction as enabling fac- tors for success. This perspective is very impor- tant in an organization faced with the stresses and strains encountered during times of change. The competitive and innovative turmoil of the interna- tional marketplace for computer technology is a case in point. Michael Dell, known by many in and around this industry as The Comeback Kid, and CEO of the Dell Computer Company, is a strong adherent to The Key via his identified pur- pose of making a positive difference in his organi- zation. As an entrepreneurial icon and a Wall Street phenom in his initial development of Dell

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into the world’s leading maker of personal com- puters, he stepped away from that leadership position for two and a half years during which the firm suffered loss of market position. However, in early 2007 he took back the CEO’s position and began the process of reestablishing the firm to its former position (Helman, 2007).

The leader’s individual purpose in fulfilling his professional responsibilities is that to which he chooses and agrees, and that in which he is per- sonally aligned. A leader’s purpose on a journey of professional fulfillment and success must fun- damentally be oriented in service to others---pri- marily the stakeholders in the organization, such as employees and customers (Hicks & Hicks, 2006). One’s basic rewards in life come from that which is first given---and for the leader to win, others must also win. Therefore, the most mean- ingful and rewarding purpose for fulfillment and success in professional endeavors, particularly in times of potential operational stress, is to focus on making a positive contribution and difference in the lives of others with whom he is involved--- thereby making a valuable and memorable posi- tive footprint in the identified arena of endeavor to which he has devoted himself. Perhaps Ralph Waldo Emerson said it best in referring to success, “ To laugh often and much; to win the respect of intelligent people and the affection of children…to know that even one life has breathed easier because you lived; this is to have succeed- ed” (Handy, 1998).

The power of a leader’s focused purpose of serv- ice to others---particularly in an era of change, finds its fruition in the leader’s achievement of professional fulfillment and success, increased perception of individual worth and value as a person, and a quality of life for all that is achiev-

able in no other manner. When the leader focuses on a purpose that takes him and his associates outside of themselves and focuses dedication to a purpose (mission) of serving others and making their arenas of life better places, the leader has taken a step that legitimately enhances a sense of professional value, and an understanding that one’s world is a better place because he has been there and has accepted this unique calling. The fulfillment of such a purpose brings a genuine level of fulfillment and success to the leader and his organization.

But what is the professional reward for establish- ing and working towards such a purpose? It is precisely the process of doing so! Said another way: the foundational pillars of a leader’s life (physical, intellectual, emotional, social, financial and spiritual) are made more secure, and one’s world is a better place because he has profession- ally responded in such a manner. But the organi- zational leader is never alone in such an endeav- or---because as he thinks and feels with this type of purpose, positive vibrations radiate out to the universe which responds accordingly, via the law of attraction. Therefore, the positive responses that flow back to the established leader and his organization typically will bring a sense of sup- port, fulfillment, success, and an increase of addi- tional opportunities for the leader and the organi- zation.

The Focal Point of Stress

The Nature of Stress During times of organizational change, potential stressful events may occur in many different situ- ations that may be overly complex, demanding or unclear. Events that can generate potential stress for organizational leaders and their employees

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and other stakeholders could focus on such issues or events as individuals, tasks, organizational changes, and/or environmental conditions that may pose some degree of challenge or threat (Hughes et al., 2009). In fact, however, experienc- ing stress is, and always has been, based upon the manner in which an individual thinks and feels about an event. Thus, The Key, as noted earlier becomes a very important element with regard to the nature of stress---one empowers external events and situations by the ways in which they are viewed (Elkin, 1999).

Stress-Reducing Guidelines Guidelines that can help the leader to effectively deal with, reduce, or even eliminate a potentially stressful event within himself and others during times of change include the following: (1) Recognize and continually review the primary pur- pose(s) in life. When one’s purpose is grounded in establishing and maintaining a positive footprint-- -supported by service to others----such a purpose greatly reduces the tendency to define events and issues as stressful. (2) Constantly review the nature of thoughts and feelings. As noted previously, when individuals generally reflect positive thoughts and feelings, the tendency to view events and issues as stressful is greatly inhibited. (3) Monitor potential warning signals. These include individuals who are especially defensive or sensitive, appear- ing to have little energy, excessive worrying, and being overly nervous. (4) Identify causes of potential stress. These may include responsibilities with unusually high workloads and deadlines, or asso- ciations with disorganized and demanding indi- viduals.

(5) Discipline and enhance self-worth and self-talk. When one can appropriately do these for himself, the probably of viewing an event or issue as

stressful is greatly reduced, and even eliminated in most situations. (6) Prioritize and manage time and activities carefully. It is said in many ways that the probability of encountering stress in life increases when one’s time and activities are not disciplined appropriately. (7) Be concerned with that which one can do something about, and eliminate worry over that which one has no control. Too often stress occurs because an individual worries about things over which they have virtually no control or influence. (8) Follow a healthy lifestyle. This includes a focus on balanced nutrition, regular exercise, adequate sleep, absence from tobacco (and drugs), and consumption of moderate amounts of alcohol (if at all).

(9) Learn how to relax. This would include regular- ly-scheduled activities such as deep-breathing techniques, progressive muscle relaxation, think- ing of calming words and images, listening to pleasant music, and meditation. (10) Develop sup- portive relationships. This would include having a network of close and supportive associations with colleagues and/or friends, and supportiveness of a close companion is helpful. (11) Keep things in per- spective. The stressfulness of any event depends on the manner in which one thinks and feels about it, not on the event itself, and one’s self-per- ception, as previously noted. (12) Strive to identify a purpose in every major event or issue that arises in and around the organization. This may not always be possible in the short-run, but in the long-run positive-thinking individuals will usually be able to understand the meaning and value in virtually all events and issues.

All 12 of these guidelines can serve the concerned and positive-thought-based leader well in efforts that are generated to address stress in his/her per- sonal endeavors, as well as assisting the leader in

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helping employees, customers, suppliers and oth- ers to meaningfully deal with events and issues that may be viewed by them as at least potentially stressful. There is a basic fundamental principle that responsive organizational leaders should keep in mind in the process of fulfilling responsi- bilities---particularly with regard to stress man- agement and the commensurate organizational development. This principle is that a basic purpose for which such a leader is accountable in leadership endeavors is to contribute in making the organization in which he is involved a better place---to establish, maintain and leave a positive and meaningful footprint that helps to make a difference in the lives of those with whom he shares the professional journey.

Recognition and Response to Stress The importance of the leader’s and his employees and others thoughts and feelings are thus a signif- icant factor that is reflected in the manner to which stress-related events and issues are recog- nized and responded. Stress may therefore be viewed as a negative-based external force that occurs in one’s arenas of involvement---and the leader’s and others’ responses to that force is the power that resides within them in the form of thoughts and feelings---based on the foundation of their attitudes. (The issue of power versus force is discussed below.) The degree of stress associat- ed with a particular organizational change or situ- ation therefore depends on one’s responsive thoughts and feelings---the leader’s and others’ exercise of The Key---and is their direct personal responsibility.

The concerned leader should keep in mind that nothing in one’s personal or professional life comes along labeled as a “stressful event or issue” until a decision is made to label it as such. When a person’s thoughts and feelings are positive, a potentially stressful occurrence can typically be

viewed as a challenge or opportunity. An individ- ual’s personal situation is what he creates it as, and no one else can create it for that person, or legitimately stand in judgment of it, without that individual’s permission. In reality, compared to more positive-thinking and feeling individuals, it can be said and generally observed, that more negative-thinking and feeling individuals typical- ly experience much more stressful conditions in both their personal and professional lives. Such conditions help to bring an important focus on the importance of one’s adherence to the positive aspects of The Key in organizational development.

A-B-C Paradigm of Stress Management There are numerous approaches to effective stress management on the part of a leader, but those various approaches have the common objective of changing a person’s thoughts and feelings about stressful events (Hughes et al., 2009). One’s thoughts and feelings, commensurate with his attitude about any potentially stressful event or issue, determine how much stress is experienced. By changing the way a leader and others respond to an event or issue, they can change the way they react to that situation (Elkin, 1999). To appreciate the value of the A-B-C paradigm, it is helpful to consider the chain of events that typically precede responses and reactions to potentially stressful sit- uations. One may think of this as a two-step sequence---an external event occurs (i.e., a poten- tially stressful event or issue), and then something occurs within a person follows (i.e., a potential response to stress). This two-step paradigm can be depicted in the following manner:

A. Triggering event (an employee is asked to accept more responsibilities due to lower revenues). B. Employee’s responses and reactions (anger, frustration, disappointment, disagreement, etc.).

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It may be considered by many that the employee’s responses and reactions would naturally result directly from the external triggering event. Such a view, however, leaves out the primary and criti- cal role played by that employee’s thoughts and feelings. Since every action is preceded by a thought, the actual sequence would typically look like this:

A. Triggering event (an employee is asked to accept more responsibilities due to lower revenues). B. Employee’s thoughts and feelings (“I already have more responsibilities than I can handle!). C. Employee’s responses and reactions (anger, frustration, disappointment dis- agreement, etc.).

From this perspective one can realize the causal role played by internal thoughts and feelings in contributing to employee responses to what that person considers to be a stressful event. Such internal thoughts and feelings can be irrational, constructive or destructive---and they are directly controlled by the employee. Those individuals involved in potentially stressful events can gain considerable freedom from those events by realiz- ing that, in changing their thoughts and feelings, they can control their emotional responses and reactions to all stress-related events that occur around them. For example, consider a different and more productive sequence---and a more meaningful use of The Key.

A. Triggering event (an employee is asked to accept more responsibilities due to lower revenues). B. Employee’s thoughts and feelings (“I should be thankful that I still have a job with the firm.”). C. Employee’s responses and reactions (“As an employee, I need to help the firm as best I can.”).

Therefore, a particular event can be interpreted in several different ways, some likely to increase

individuals’ thoughts and feelings of stress, and others likely to maintain self-esteem and a posi- tive response and reaction. Leaders will become more successful in managing stress as they devel- op their expertise in becoming “a very great many” in fulfilling their responsibilities in associating effectively with the typical diverse array of associ- ates, employees and other stakeholders. As such, those leaders will also experience more fulfillment and success in managing stress as they practice listening to their internal self-talk and increasing their positive and effective reflection of The Key.

It is important for the leadership in organizations to recognize that the thoughts and feelings held by their employees and others are usually based upon habits. That is to say, ninety percent of the time individuals function on autopilot (Hughes et al., 2009). To facilitate organizational development during times of environmental stress, leaders must develop and nurture positive thoughts and feelings that lead to positive habits. This requires a constant effort on the part of successful leaders because they must first possess and reflect the thoughts and feelings that are expected from their employees and others---and the commensurate thoughts and feelings between different individu- als are often quite different. This therefore requires the leader’s commitment to being adap- tive in fulfilling his leadership responsibilities in the processes of nurturing and mentoring a typi- cal array of associates, employees, customers, suppliers and other stakeholders who respond differently to potentially stress-related issues.

In addition, since thoughts and feelings can be covert, spontaneous and fleeting, like any stress- related negative habit, they can be difficult to change. Nevertheless, precisely because negative thoughts and feelings are basically a habit, they

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can be changed! In their organizational develop- ment responsibilities, leaders need to constantly “think about what they are thinking,” and encourage their employees and others to do the same. They also need to make sure that in their interpersonal interactions they are not “stress car- riers.” As leaders, as well as other individuals within an organization, gain expertise in positive use of The Key regarding potentially stress-related events within their arenas of endeavor, their abili- ties in effectively dealing with these various issues will develop appreciably.

Power Versus Force

Major environmental events external to an organi- zation, such as those that occur during eras of environmental changes, can initially be consid- ered as positive or negative, with either short- or long-range influences for individuals and organi- zations alike. For the leader who is attuned to the The Key, the universe and the law of attraction, a reason can typically be found in external events, at least over time---even if those events are initial- ly considered to be negative. Therefore, The Key can function in reverse---from the universe to the leader, and even initially negative events can be viewed with a positive reasoning, perspective and response. When an organization is led by an indi- vidual who has recognized his thoughts and feel- ings as The Key to his professional endeavors and interactions, that person can find comfort in the understanding that he is in control of himself via his internal reactions to external events even though some of those events may be uninvited and unwarranted, and seemingly even initially negative in nature. Just such a person is Charles Schwab, CEO of the Schwab Investment Firm. Throughout the recent economic downturn, and commensurate turmoil in the stock market,

Schwab remained committed to the relatively small individual investor, and Schwab’s firm maintained its position as the loyal guardian of “the little guy” in the investment turmoil (Morris, 2010).

There is a power that is resident within the suc- cessful leader that enables him to effectively deal even with initially undesirable external events during an era of environmental turmoil---as well as assisting him in nurturing and mentoring his employees and others to do the same. In other words, he does not control the nature of uninvited and unwarranted external influences and events, but he does have the power to control his reaction thereto and, in turn, influence the reactions of oth- ers, and any continuing influence such events may exert. That power exists in the leader’s posi- tive incorporation of The Key.

This perspective provides a valuable focus on the power of the successful leader’s thoughts and feelings, and their influence on the force of the external events that occur, particularly during an era of environmental changes. In this regard, the power the leader has is defined as the thoughts and feelings that exist within him and, through him, the organization, and force as that which is exerted on him and the organization from exter- nal influences (Hawkins, 1998). By means of The Key, thoughts and feelings that are based upon such internal values as reason, innovativeness, peace, charity, hope, joy and courage, help to make a leader strong and nurture positive com- munications (vibrations) to the universe---and subsequent positive responses and influences from his universe via the law of attraction.

By contrast, thoughts and feelings that are based upon such internal values as anger, fear, distrust,

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apprehension, apathy, guilt and shame, help to make the leader weak and nurture negative responses from his universe via the law of attrac- tion. Since the leader sets the tone for internal organizational interactions and responses during an era of environmental changes, the leader’s thoughts and feelings, communicated (vibrated) to the internal organizational universe, and from which similar thoughts and feelings vibrate back from that universe via the law of attraction, set the tone for the responses of the organization to external events.

The balance point between strong and weak inter- nally-controlled attractors/reactors and between positive and negative externally-controlled influ- ences on the leader and the organization is formed by these basic positive and negative val- ues (embedded in attitudes, thoughts and feel- ings). Understanding this can transform the leader’s understanding of causality. As percep- tion itself evolves with a leader’s conscious set of internal values, it becomes apparent that what is normally called the “domain of causes” in an era of potential socioeconomic stress and change is, in fact, only the “domain of effects.” Understanding The Key therefore enables the leader, and through him the organization, and those served outside of the organization, to take responsibility for the consequences of perceptions---thereby enabling he and his employees, customers and others to transcend a perceived role of victim during envi- ronmental turmoil by understanding that nothing outside of the leader and others has power over them unless they let it. It is not the external events that matter, but how the leader and his associates, employees, customers and others react to them---the thoughts and feelings that they have concerning them---which determine whether those events are recognized and responded to as

an opportunity or as a problem, and have a posi- tive or negative present and perhaps continuing effect. In this regard, the successful leader should reflect the perspective of opportunity-orientation.

Adaptive Leadership

A dynamic process of mutual influence that is very important in an era of environmental changes is adaptive leadership. It helps to define the important relationship between the leader and the universe---internal and external to the organi- zation. The Key plays a very important role in establishing and maintaining this as a positive relationship both internally and externally. Adaptive leadership refers to a very pro-active form of interaction via The Key, not a passive effort taken merely to adjust to circumstances as found. Significant environmental influences, and commensurate organizational changes inevitably involve adaptive challenges (Bartlett et al., 2008). Dealing with those challenges and overcoming barriers in the organization to enhance and facili- tate the pace of change, and realize important goals and objectives, is the primary responsibility of adaptive leaders who are sensitive to the importance of The Key, and the foundational atti- tudes, and accompanying thoughts and feelings that reflect those attitudes.

Effective sensitivity to The Key in times of change and potential stress requires interactive creative- ness on the part of successful leaders in order to recognize that which motivates and inspires one individual may be quite different for another. Adaptive leaders raise awareness of the differences among people and situations, followed by a meaningful leadership responsiveness to those differences. Adaptive leadership thereby requires those lead- ers so involved to enhance the effectiveness of

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their interactions by adapting their approach to organizational development based on how they want to relate, interact, communicate and mentor, and how they think other individuals within the internal organizational universe will respond accordingly. By better understanding and meet- ing the needs of employees and others, leaders create higher levels of engagement and ownership of organizational development efforts and results in periods of environment turmoil (Hughes et al., 2009).

A learning-based concerned interactive strategy is required for successful adaptive leadership. This strategy also requires adherence to positive val- ues. The successful leader has to adaptively engage individuals in facing the challenges of change, adjusting their priorities, realigning per- spectives, developing new habits of behavior, and thereby avoiding the tendency to view conditions with a stressful perspective. Responsive recogni- tion and involvement with The Key will prove invaluable in these efforts. Creative interaction and responsiveness to the universe external to the organization is also a requirement in the complex and ever-changing environmental conditions of today. It is always appropriate for a leader to adaptively engage associates, employees and oth- ers in building an external focus (Blanchard et al., 2004).

Successful organizations are, therefore, also find- ing that The Key is providing an extremely impor- tant adaptive linkage to such external universe entities as suppliers, investors and competitors, as well as customers and other stakeholders. Many meaningful innovations are emerging through these adaptive efforts with the external organiza- tional universe. Adaptation of The Key through interactions with the organization’s internal as

well as external universe, that respond via the law of attraction, enables enormous levels of fulfill- ment and success for the adaptive leader and development of the organization. The positive thoughts required of successful leadership, in harmony with The Key, are therefore of major importance for addressing adjustments in an era of environmental changes, as well as the fulfill- ment and success of the leaders professional careers and the careers of associates and employ- ees.

Operational Leadership Strategies

Each successful leader functions within his own unique manner while reflecting The Key in organi- zational development during times of environ- mental changes. However, current research indi- cates that they typically share, to a large degree, four characteristic strategies (Nurmi & Darling, 1997). These fundamental leadership strategies are attention through vision, meaning through communication, trust through positioning, and confidence through respect. Relating these strate- gies to The Key, the major attitude and thought- related action words herein noted focus on atten- tion, meaning, trust and confidence. These action words obviously evolve from an orientation to the importance of The Key and the leader’s sensitivity to his own foundational attitudes, and the com- mensurate thoughts, and feelings---and his adap- tive relationship to employees and others. Robert Kennedy made it popular, but George Bernard Shaw said it long ago: “Some men see things as they are and say why. I dream things that never were and say why not” (Eidenmuller, 2008).

Attention through Vision The strategy of attention through vision creates an overall focus in organizational development, of

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particular importance in times of potential stress- ful conditions. Such leaders are continually look- ing for challenges (opportunities) that need solv- ing rather than merely solving the ones that come their way. They are thereby creative transforma- tional change agents, working in harmony with today’s important environmental issues and chal- lenges, and commensurate requirements for orga- nizational enhancement, because they want to find better ways of doing things---and really work at it. For example, in its very beginning in 1915, the engineering firm of Black & Veatch helped utility firms build then existing state-of-the-art plants that burned coal, thereby producing green- house gases. The organization is now helping those same utility firms to change in order to operate in more environmentally-friendly ways (Gillies, 2008).

Successful leaders have an agenda---a positive vision that helps to take their organizations beyond the horizon---particularly as a means for stress management. They are constantly generat- ing vibrational thoughts of not only what the organization is presently in the process of becom- ing, but thinking “outside of the box” regarding what the organization can become even during a period of environmental turmoil. By means of The Key and accompanying visionary strategies, successful leaders are communicating (vibrating) to the internal and external universe with which they are involved through their thoughts and feel- ings. The universe via the law of attraction, in turn, responds with its commitment to a leader’s strategic visions---a reflection of the countervail- ing power of cause and effect, and the unfailing influence of the law of attraction.

Meaning through Communication In harmony with The Key, and the thoughts and

feelings thereby generated, successful leaders today must be primary adaptive creators of strate- gic meaning through effective communication within both the organization’s internal and exter- nal segments of the universe. It is also of major importance that these communicated (vibrated) thoughts and feelings be positive and of genuine value to the continuing successful development of the organization. The most important choices that leaders and others within a firm make are what they think and feel because those choices become an important foundation for creative and meaningful organizational development for the future.

Of primary importance in this era of environmen- tal change and unrest, successful organizations depend on the existence of shared meanings and interpretations of reality, which facilitate coordi- nated action. Meaningful communication becomes of major importance in focusing on pri- mary themes of enhancement, accompanied by effective stress management, in an organization. Leaders must positively think of, articulate and define what may have, in previous eras, remained implicit or unsaid; then they must create positive perspectives which provide a visionary focus (Gabrielsson et al., 2009).

In short, an essential factor is the capacity to influ- ence and organize meaning for employees, and often even customers, suppliers and others. And despite variations in the style of communication, every successful leader is aware that purposeful organizational development is based on a set of shared meanings which define roles and authori- ty, procedures and objectives. In addition, what is meant by the creation of meaning today must go well beyond what is usually meant by communi- cation, focusing on more than facts or even

22 Organization Development Journal

knowledge. Facts and knowledge have to do with what to do and how to do things. The “why” is of major importance in today’s condi- tions of dramatic environmental changes influenc- ing stress management and organizational devel- opment.

Trust through Positioning Trust is a very important foundational element of The Key. It must therefore be a two-way enactor that helps to enable the leader to make it possible for organizational development to occur effective- ly---two-way because trust must reside as a viable thought in the mind of the leader, thus being communicated (vibrated) to the universe which returns it to the leader via the law of attraction (Hanson, 2004). Trust implies accountability, pre- dictability and reliability. It is what helps to facili- tate organizational enhancement in times of envi- ronmental changes, thereby facilitating effective leadership stress management. Trust provides the foundation that reflects integrity. With regard to responses to the need for organizational change caused by environmental changes, it is not about the events but what leaders do about them that matters. Herb Kelleher, former CEO of Southwest Airlines, built one of the most successful airlines currently in operation (Darling et al., 2007). His philosophy was established in The Key “think and continue to maintain a trust in your people and they will return that trust.” That continues to be the operational philosophy of Southwest’s current managerial leaders in today’s complicated market- place.

In today’s operating environment, the daily activi- ties of an organization have their mountains and valleys, but the successful leader is one who, through these variations in conditions, reflects a high degree of positional purpose and consistency

(Heath & Heath, 2007). Positioning encompasses the set of thoughts and feelings necessary to implement the vision of the leader. Through establishing his position---and, more important, maintaining continuity---an important level of trust can be established and maintained among the employees and others. Leaders whose thoughts and feelings are reasonably predictable, whose positions are known and have continuity, are usually trusted. Those who are trusted make themselves known and make their positions clear in all operational areas for which they have responsibility. Trust and effective stress manage- ment are thereby achieved by consistency in posi- tive value-reflection on the part of the managerial leader.

Confidence through Respect An important choice made by employees in an organization is respect, and in virtually all cases it is based upon the confidence they first have in a leader’s thoughts and feelings, and reflected in his knowledge and ability to make appropriate deci- sions regarding organizational development. Success in organizational leadership is achieved by those who establish and maintain a high degree of respect from their employees and oth- ers, and do so by having an unusual ability to think positively, as reflected in The Key, and bring out the best in others through a positive “other- regard” (Dess, et al., 2008). Even in today’s envi- ronmental turmoil, and the dynamics of change, generating the need for organizational develop- ment and enhancement, these successful leaders think positively regarding needed organizational adjustments and facilitate their development; see latent talent and encourage it; listen to those around them and seek to make decisions appro- priate for their needs; welcome opportunities to identify individuals who hold real promise for the

23Volume 29 � Number 1 � Spring 2011

future of the organization and mentor them; and realize that a person’s inability to do one job does not mean that individual is incompetent in all jobs.

This creation of confidence through respect by the leader thereby becomes contagious within the organization by means of communications to the internal universe which then responds positively via the law of attraction. This then helps to facili- tate the manifestation of an important culture of creative and meaningful organizational enhance- ment during a time of intense environmental change. Confidence through respect by the leader also has a major impact on the interaction with customers in the external universe of the organi- zation. The core values and enduring purpose of Marriott Hotels and Resorts have been and con- tinue today to be “Concern for Employees, Commitment to Continuous Improvement and Overcoming Adversity, and Dedication to Hard Work and Having Fun While Doing It.” In harmo- ny with these values and perspectives of The Key, Marriott’s stated core purpose is: “Make people away from home feel that they are among friends and are really wanted” (originally identified in Marriott & Brown, 1997).

Summary and Conclusions Today’s global environment of relatively high lev- els of turmoil, calls for levels of dramatic and sometimes tumultuous organizational change and development. Successful leaders are thereby pulled in numerous directions endeavoring to achieve operational goals and objectives, and sim- ilar to the metaphor noted in the beginning of this treatise, are typically called upon to function as “a very great many.” In numerous ways, such condi- tions of environmental change increase the poten- tial for stress among all organizational stakehold-

ers. The Key, therefore, becomes a very valuable response mechanism for the fulfillment and suc- cess of today’s leaders.

The Key to effective stress management and orga- nizational development is embodied in the leader’s attitudes, and subsequent thoughts and feelings, and is therefore based on the premise that one becomes what he thinks about most of the time. The leader’s thoughts provide commu- nications (vibrations) to the universe, inside and outside of his organization; and the universe returns to the leader, via the law of attraction, responses typically related to the leader’s original thoughts and feelings. This paradigm of The Key is therefore a profound paradox, in general appearing to be quite simple, but on the other hand to be understandably very complex.

Successful leadership focuses on abilities involved in visioning, interaction, influencing, communi- cating and mentoring, thereby reflecting respon- siveness to The Key. The importance of the leader’s focus on self-perception and purpose ful- fillment are noted and discussed as having impor- tance in reference to The Key. Effective stress management thereby begins with the leader’s thoughts and feelings reflected in his self-percep- tion and purpose. The focal point of stress was described as the manner in which an individual thinks and feels about a potential stress-based issue or event. Stress-reducing guidelines that can help the leader to effectively deal with, reduce, or even eliminate a potentially stressful event per- ceived as such within himself and others were also identified and briefly described. The A-B-C paradigm of stress management was also illustrat- ed as a means for recognizing a potential stress event or issue---and addressing it more success- fully via considering first one’s thoughts and feel-

24 Organization Development Journal

ings as an important step in the stress-response scenario.

Dealing with the challenges and overcoming bar- riers in the organization to facilitate effective stress management and realize important aspects of organizational development are also an impor- tant aspect of adaptive managerial leaders. Adaptive managers are intensely mindful of the importance of The Key and a commitment to the individual needs of employees and others. Adaptive management is a means whereby a leader responds to the needs of individual employees, and was therefore presented as an important dimension of effective stress manage- ment. Within the organization, power, represent- ed in the positive reflections of The Key, was also described as the means by which the force of external potential stress-related events and issues, can be successfully addressed by responsive lead- ership in organizational development.

The primary leadership strategies that facilitate successful stress management by the successful leader were also presented. These operational leadership strategies are four in number: attention through vision, meaning through communication, trust through positioning, and confidence through respect. All four of these leadership strategies provide meaningful values and perspectives whereby the successful leader is able to achieve more effective stress management in organiza- tional development during times of rather tumul- tuous environmental changes.

Given the present environmental tumult and con- sequent changes being required for organizations, there are many opportunities for additional fruit- ful research and consideration of the applications of The Key to effective stress management. The

authors welcome the comments and inquiries of other scholars and business practitioners interest- ed in the further pursuit of these issues. In reality, there is a multitude of opportunities currently available for leaders to successfully nurture posi- tive organizational development and enhance- ment. The Key, appropriately recognized and nur- tured, will constitute a major influence and opera- tional asset in this effort, and thereby an impor- tant reflection of leadership success and effective organizational development.

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