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Henry L. Thompson - The Stress Effect: Why Smart Leaders Make Dumb Decisions—And What to Do About It

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    The Stress Effect: Why Smart Leaders Make Dumb Decisions—And What to Do About It
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Reveals the powerful and undermining effects of stress on good decision making-and what leaders can do about it

The ability to make sound and timely decisions is the mark of a good leader. But when leaders with otherwise strong track records suddenly begin making poor decisions-as seen in the recent corporate scandals that rocked the business world-the impact can be widespread. In The Stress Effect, leadership expert Henry L. Thompson argues that stress is often the real culprit behind this leadership failure: when leaders stress levels become sufficiently elevated-whether in the boardroom or on the front line of a manufacturing process-their ability to effectively use their emotional intelligence and cognitive ability in tandem to make wise decisions is significantly impaired. Until now, experts have argued that increasing your emotional intelligence will help you cope with and manage stress. This book suggests that stress actually blocks access to your emotional intelligence as well as your cognitive ability, two critical components in the decision-making process. This book

  • Shows how stress adversely affects the performance of even the most savvy leaders
  • Reveals the truth about one of the prime factors behind the current failure of leadership
  • Offers a solid prescription for building a stress resilient system and arms leaders with best practices for managing specific stressors that take the biggest toll on decision making
  • Is written by an award-winning organizational psychologist and leadership consultant whose clients include a roster of Fortune 500 companies
  • A groundbreaking and insightful resource for leaders, The Stress Effect reopens the dialogue on stress, its effect on decision making, and what to do about it.

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    Table of Contents Praise for The Stress Effect Good leaders make good - photo 1
    Table of Contents

    Praise for The Stress Effect
    Good leaders make good decisions under stress, and the ability to do this depends on their emotional intelligence. Thompson masterfully walks the reader through this all-important connecting link, which represents one of the best predictors of successful leadership.
    Reuven Bar-On, the person who developed
    the concept of EQ

    If your job involves leadershipor if you aspire to be a leaderread this book. Thompson tells you what you need to know about managing stress as a leader. Youll learn from research-backed examples, good and bad, what you need to do in the kinds of difficult situations that every leader faces.
    Steven J. Stein, coauthor, The EQ Edge, and CEO,
    Multi-Health Systems

    The Stress Effect presents a compelling story of the impact stress has on decision making and why it matters for leaders. It is the only book of its kind to explain the relationship of decision making, cognitive intelligence, emotional intelligence, and stress as they relate to leadership. You will find the practical examples and stories engrossing and the description of research studies accessible and understandable.
    David Caruso, cofounder, EI Skills Group

    Thompson provides a valuable resource for connecting the dots between emotions, stress, and productivity. Read it now and practice his suggestions!
    Marcia Hughes, author,
    The Emotionally Intelligent Team

    As the CEO of a fast-growing company and as a fighter pilot, understanding how decisions are affected by stress is critical. In The Stress Effect, Thompson offers an introspective look at how stress, cognition, and emotions impact the effectiveness of rapid decision making. This book should be on the short list for CEOs and fighter pilots alike.
    Jeffrey Parker, CEO, ATAC

    Thompson has studied, consulted in, and led organizations in stressful environments that constantly demand effective decision making from leaders. I highly recommend this gem of a book to anyone who needs to know more about stress and stress resiliency in order to fulfill their various leadership roles.
    Brendan J. Croskery, retired chief superintendent,
    Calgary Board of Education, Canada
    To my wife Grenae Thompson for her undying support over the years and - photo 2
    To my wife, Grenae Thompson,
    for her undying support over the years
    and relentless effort to make this book become a reality
    Introduction: Good Leaders Make Good Decisions Under Stress
    Every great decision creates rippleslike a huge boulder dropped in a lake. The ripples merge, rebound off the banks in unforeseeable ways. The heavier the decision, the larger the waves, the more uncertain the consequences.
    BENJAMIN DISRAELI

    On January 15, 2009, approximately ninety seconds after the start of another day at the office, the work got unusually stressfulvery, very stressful. This story has been told thousands of times, awards and accolades have been bestowed to the heroes (and some blame has been doled out to others), and the actions, decisions, and events that followed have been endlessly scrutinized. In the course of this book, Im going to return to this story again and from many perspectives to help you gain an understanding of what happens when leaders make decisions under high stressextreme stress in the case of US Airways Flight 1549.
    What follows is an abridged version of the actual cockpit conversations between Captain Chesley Sullenberger and First Officer Jeffrey Skiles and between the departure control, Patrick Harten, and Captain Sullenberger, beginning just after takeoff. (Most conversations between departure control and other aircraft have been omitted.) As you look at the times, notice that something is being communicated almost every second:
    15:26:37 Sullenberger: Uh, what a view of the Hudson today.
    15:26:42 Skiles: Yeah.
    15:26:52 Skiles: Flaps up, please, After Takeoff Checklist.
    15:26:54 Sullenberger: Flaps up.
    15:27:07 Sullenberger: After Takeoff Checklist complete.
    15:27:10 Sullenberger: Birds. [At 3,200 feet.]
    15:27:11 Skiles: Whoa!
    15:27:11: (Sound of thumps/thuds followed by shuddering sound.)
    15:27:12 Skiles: Oh (expletive)!
    15:27:13 Sullenberger: Oh yeah.
    15:27:13 (Sound similar to decrease in engine noise/frequency begins.)
    15:27:14 Skiles: Uh-oh.
    15:27:15 Sullenberger: We got one rolboth of em rolling back.
    15:27:18 (Rumbling sound begins and continues until approximately 15:28:08.)
    15:27:18 Sullenberger: Ignition, start. [The plane is now dropping at eighteen feet per second and is approximately three minutes from impact.]
    15:27:32 Sullenberger: Mayday! Mayday! Mayday! Uh this is uh Cactus fifteen thirty nine. Hit birds. Weve lost thrust in both engines. Were turning back towards LaGuardia. [Incorrect call sign.]
    15:27:42 Departure control (Patrick Harten): Okay uh, you need to return to LaGuardia? Turn left heading of uh two two zero.
    15:27:43 (Sound similar to electrical noise from engine igniters begins.)
    15:28:02 Skiles: Airspeed optimum. Relight. Three hundred knots. We dont have that.
    15:28:03 (Flight warning computer): (Sound of single chime.)
    15:28:05 Sullenberger: We dont.
    15:28:05 Departure control: Cactus fifteen twenty nine, if we can get it for you do you want to try to land runway one three? [Incorrect call sign.]
    15:28:05 Skiles: If three nineteen...
    15:28:10 Sullenberger: Were unable. We may end up in the Hudson. [By sixty seconds, he has consciously considered the Hudson and is moving in that direction.]
    15:28:31 Departure control: Alright, Cactus fifteen forty nine its gonna be left traffic for runway, three one. [Harten, who is talking to other aircraft and clearing a runway does not process that Flight 1549 cannot return to LaGuardia.]
    15:28:35 Sullenberger: Unable.
    15:28:36 (Traffic Collision Avoidance System): Traffic! Traffic!
    15:28:36 Departure control: Okay, what do you need to land?
    15:28:37 Skiles: (He wants us) to come in and land on one three ... for whatever.
    15:28:45 (Predictive Windshear System): Go around! Windshear ahead!
    15:28:45 Skiles: FAC (Flight Augmentation Computer) one off, then on.
    15:28:46 Departure control: Cactus fifteen twenty nine runway fours available if you wanna make left traffic to runway four. [Harten is still trying to get him back to LaGuardia. Incorrect call sign.]
    15:28:49 Sullenberger: Im not sure we can make any runway. Uh whats over to our right? Anything in New Jersey? Maybe Teterboro?
    15:28:55 Departure control: Okay yeah, off your right side is Teterboro Airport.
    15:28:59 (Traffic Collision Avoidance System): Monitor vertical speed!
    15:29:00 Skiles: No relight after thirty seconds, engine master one and two confirm ...
    15:29:02 Departure control: You wanna try and go to Teterboro?
    15:29:03 Sullenberger: Yes.
    15:29:11 Sullenberger (over public address system): This is the Captain. Brace for impact!
    15:29:21 Departure control: Cactus fifteen twenty nine turn right two eight zero, you can land runway one at Teterboro. [Incorrect call sign.]
    15:29:21 Skiles: Is that all the power you got? ... Wanna number one?
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