Organizational Stress – From the Administrative Perspective

Organizational Stress – From the Administrative Perspective
Duration: 60 Minutes
Module 1 Module 1
Recorded on: 2023-04-27
Unit 1 Presentation Materials: Organizational Stress – From the Administrative Perspective
Unit 2 Transcript: Organizational Stress – From the Administrative Perspective
Unit 3 Workbook: Organizational Stress – From the Administrative Perspective
Unit 4 Recording: Organizational Stress – From the Administrative Perspective

This webinar is the second installment of a two-part webinar series on organizational stress. The first part zeroed in on organizational stress from the frontline’s perspective but this time around, the focus shifts to the administrators – the organizational stress that they experience and how they can prevent bringing organizational stress to the people they’re leading.

Back on the Justice Clearinghouse to continue the discussion is Brenda Dietzman. Brenda has 28 years of law enforcement and corrections experience. She is currently a passionate speaker who has presented for state, national, and international audiences on topics including resiliency, generations, and leadership aimed toward individual and organizational improvement.

Topics she unpacked in this session include:

  • Internal stressors within law enforcement that have been plaguing the profession for the last 33 years.
  • Differentiating internal and external stressors as it relates to the expectations and actual experience in helping professions, and the concept of leadership fatigue and what causes it.
  • The different factors that contribute to organizational stress and the elements in Maslow’s Hierarchy of Needs that continue to be motivational factors for both the frontlines and the leaders.
  • Working on the issue of organizational stress as administrators by understanding what we can and cannot control, ceasing to admire the problem, getting the work done, and leading.
  • Starting with leading one’s self by:
    • Building resources to be resilient.
    • Scheduling time to learn and grow and the specific topics worth learning about.
    • Planning by having defined goals and implementing a do-evaluate-revise scheme when it comes to decision-making.
    • Steering Wheel Therapy: What it is and how to employ it as part of one’s daily routine.
    • Taking notes and journaling to better remember experiences, mistakes, lessons, and wins.
    • Not taking things personally and practicing optimism or training to be optimistic.
  • Leading others to overcome organizational stress by:
    • Knowing and explaining the why when making decisions, actions, and directions.
    • Starting with yes and working through ideas that aren’t feasible.
    • Encouraging people to bring problems and solutions and even problems without solutions.
    • Letting people see and understand the work that you’re doing so they see the bigger picture.
    • Putting yourself if others’ shoes to understand how your decisions can impact people’s lives.
    • Investing in your people and demonstrating that you care about them as human beings.
    • Celebrating diversity, understanding the hurdles that people may have driven by the differences, and helping them overcome these.
    • Pumping others up by acknowledging their accomplishments, seeking their advice, learning from them, and showing appreciation.
    • Finding an ally to serve as an accountability partner to provide you feedback and call you out if needed on your decisions and actions.
    • Teaching people and managing their expectations on how to interact with you.
  • Tips to lead the organization with awareness of organizational stress and its impact by…
    • Recognizing the challenges that leaders have as it relates to the decision-making capacity and how it impacts people.
    • Communicating effectively and regularly both internally and externally about decisions, changes, and vision.
    • Build trust with people by keeping them physically, mentally, and legally safe.
    • Coaching and improving your top performers to prepare them for leadership roles.
    • Getting a coach and personal assistant to improve your leadership abilities and help manage your workload.
    • Developing monthly plans to prevent overwhelm and leadership fatigue due to lack of planning.
    • Investing in your people as a means to motivate and retain employees.
  • The leadership mantra to lead and live by and resources to improve on leadership skills.
  • A real-life example demonstrating how leaders can change people’s lives.
  • Advice for formal leaders to delegate, coach and mentor, welcome leadership-type behavior, reward good risk-taking, help people live healthier and happier lives, and invest in volunteers.
  • How fatigue is inevitable in good leaders that want to make a difference in themselves, others, and the organization.

Questions from the webinar attendees are about:

  • Working with people from different generations.
  • Walking the fine line between being a present leader and a micromanager.
  • Motivating non-performing staff.



Other Webinars with this Presenter


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Resources and Handouts



Audience Comments

  • “Brenda Dietzman is my favorite speaker. She is very informative.” — Morea
  • “All of it! What a phenomenal presentation, truly. I wish Brenda could have continued for another 4hrs!” — Kendall
  • “Gosh, the most valuable – discerning between what’s URGENT and what’s IMPORTANT. Our organization is doing too much and behaving as if it is ALL urgent. Yes!!!” — Ronna
  • “Favorite presenter!!! please bring her back for more” — Rebecca
  • “Everything! Really loved the topics. I wish it was longer so there could have been a deeper dive into certain topics.” — Katie
  • “I like the idea of the Steering Wheel Therapy. While I do similar things to think through my daily goals, I like giving it a name and a specific time to plan and review my intentions. It makes it much more likely I will follow through. Thank you, Brenda. You always inspire!” — Kelly
  • “I love the presentation. The topic is very relevant to what I do as a front-line supervisor. I think the most valuable thing I learned here is that as leaders, we should have generational understanding. I am 42 and have been in the Navy for 15 and a half years now, and the new sailors’ behaviors and attitudes are something I don’t understand. I often compare it to how my generation was. Thank you! I would love to hear more topics on how can we better our communication.” — Debra
  • “Very valuable information with practical ideas and examples!! Thank you Brenda! I always take notes during your presentations. — Deanna
  • Helping to identify the differences in generations as to what they need from their managers. Very helpful! — Bruce
  • “This was a great webinar and just what I needed to hear today. There are so many webinars that address the stress of dispatchers, but often times management stressors are overlooked. I appreciate the open feedback she gave and the presentation was packed with information!” — Chris
  • “The higher you go, the harder it is. Frontline people, supervisors, have maybe five employees. They interact all the time with other employees in unit so even if you make a decision that makes them upset they trust you. The further up you go, the least connected and the more people you are upsetting. You rely on other people to have your back and explain decisions. Hearing this was SO HELPFUL. I know it, but we lose this sometimes.” — Krysta
  • “I will say Colonel Dietzman’s information is outstanding and great for newer supervisors along with newer or newly promoted personnel as they move up in the organization.” — Greg
  • :She is always the best educator. Love her webinars.” — Heather



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