Psychologist for top management

Why does a top manager or a business owner need a personal medical psychologist?
The number of stressors in managerial activity is very high, and they are specific in their content. To the main stressors of managerial activity it is necessary to include the following factors.
Factor of information burden
block1
One of the most characteristic features of managerial activity is that a manager has to deal with a huge amount of information. As a rule, the content of this information is very diverse, changeable, contradictory and has a different degree of reliability. All of it, however, must be adequately perceived, comprehended and implemented in activity. The volume of information and requirements for its processing come into contradiction with the mental capabilities of the person. In this regard, high cognitive load, due to a large amount of information, acts as a powerful negative factor, leading to increased tension, to stress.
The factor of information uncertainty
block2
Information load - its redundancy is constantly combined in the activity of a manager with chronic uncertainty. On the one hand, there is an excessive amount of information, but on the other hand, the necessary and most important information for this particular situation is often missing. As a result, a manager is placed in a situation where he or she either has to find the missing information (which causes tension) or operate under uncertainty, which is the equivalent of high risk! This is a strong stressor.
The responsibility factor
block3
The responsibility factor is decisive and basic for executive activity; the strength of manifestation of all other factors depends on it. For managerial activity the measure of responsibility is the highest, and its content is also specific. It is not only "responsibility for the result" and not only "responsibility for oneself", but also "responsibility for others". Therefore, the general phenomenon of responsibility is not only maximally expressed in managerial activity, but also becomes multidimensional and includes a number of quite different components. In accordance with the principle of "personal responsibility" a manager ultimately accumulates in his activity the whole measure of responsibility for the results of the organization functioning.
The time deficit factor
block4
Chronic lack of time is one of the most typical features of managerial activity. It is conditioned both by the abundance of tasks to be solved and performed, and by the rigid time frame in which a manager is usually put.
Factors of interpersonal conflicts
block5
A constant companion of management are arising in the course of its interpersonal conflicts of various types and degree of severity. The resulting negative interpersonal relations are one of the strongest sources of stressful states.
Factors of intrapersonal conflicts
block6
One of the sources of stress is the need for the same person to perform two or more functional roles simultaneously. Role conflict is concretized in relation to the activity of a supervisor, primarily in marginal role conflict. Thus, the person acts as a leader in relation to the group (organization) he manages, which imposes on him one system of duties, one strategy of behavior. But at the same time he is a subordinate in relation to the higher authorities and must fulfill the roles prescribed by them. "Requirements from above" and "interests from below" collide in a manager's behavior, and their frequent antagonism is a constant and powerful stressor of managerial activity.
The factor of polyfocus of managerial activity
block7
An equally typical feature of managerial activity is the need to simultaneously solve many tasks, perform many functions and duties. A manager by his position is put in the conditions when he has to "keep in sight" a multitude of problems, "to be torn between tasks".
The system of environmental factors
block8
In this respect, the following factors should be noted in the first place. First, factors of competition associated with the "struggle for existence" in an unstable social and professional environment. Secondly, the factors of instability of macrosocial and macroeconomic dynamics; their almost impossible predictability in the future.

In general, it should be emphasized that the system of stress factors is as diverse as the entire external environment of the organization. Any of its components under certain conditions can become a stressor. Let us not forget that stress factors that affect ordinary employees also affect top managers and create the same health problems:

Psychological disorders

  • decreased memory, distracted attention, frequent mistakes;
  • employee gets tired often and quickly, does not enjoy the work done;
  • decreased sense of humor;
  • symptoms of emotional burnout;
  • inability to finish work on time;
  • hyperexcitability, rapid speech, overly abrupt or aggressive reactions;
  • sleep disorders, nightmares, insomnia or somnolence.

Psychosomatic disorders

  • depression;
  • various phobias, anxiety disorders;
  • obsessive-compulsive disorders and panic disorders;
  • appetite disorders, manifested both by feelings of "malnutrition", or impaired perception of the taste of food, and by decreased appetite. In cases of prolonged bullying in women's groups, anorexia and bulimia are most typical;
  • dizziness, vascular dystonias, vegetative crises, etc.;
  • pain of various etiologies unrelated to a specific disease, including headaches, back pain, etc.

Psychosomatic diseases

  • cardiovascular disease;
  • migraines;
  • allergic diseases;
  • skin diseases (psoriasis, dermatitis);
  • diseases of the gastrointestinal tract, both classical gastritis and various ulcers, as well as irritable bowel syndrome, colitis, etc.;
  • cycle disorders and gynecological diseases in women;
  • diseases of the respiratory system, including asthma;
  • alcoholism and other forms of addiction.

Stress and professional burnout are normal for a top manager, everyone goes through it! But a person cannot be a successful manager if he/she is unable to deal with his or her internal problems and mental traumas. It makes no sense to entrust the management of the company to a person who in a stressful situation will not be able to work because of psychosomatic disorders, will withdraw into himself, lose the ability to make decisions quickly and adequately.

Depending on the degree of stress resistance, as well as on the ability to withstand stress for a long time, there are three main types of CEOs. They differ in how long a person can remain resistant to the pressures of chronic stressors. Some executives can withstand stressors for long periods of time, adapting to the stress. Others, even with relatively short-term stressors, already fail. Others are only able to work effectively under stress at all. Accordingly, these three types are designated as "bull stress", "rabbit stress" and "lion stress".

It is obvious that the "Rabbit" and "Lion" types of top managers need a personal medical psychologist to a greater extent than the "Bull" type. However, the "Bull" will also benefit from communication with a professional medical psychologist, because this particular type of person is subject to the strongest "mental" breakdowns due to long-term functioning in a stressful environment. Moreover, this type of manager is not effective in normal working conditions, i.e. when the business is out of the "risk of loss" zone, such a person becomes bored, professional burnout sets in!

Another important condition of stress resistance is a general motivational orientation of a business leader's personality: either personal-career ("for oneself"), or social-professional ("for the company").
Scientific researches show that the dominance of personal (career) motives reduces stress resistance, while the prevalence of motives related to professional orientation increases it!

In this connection there are two forms of top-manager's behavior under stress - fear control (1) and danger control (2). In the first case (personal orientation "on himself") the manager looks for ways to secure himself, to reduce the negative consequences for himself personally and loses control over the business! In the second case, control over the situation is maintained: ensuring personal safety is built as an attempt to constructively overcome a stressful situation, and through this, negative consequences for oneself are eliminated.

The second type of behavior is considerably more effective, and for the activity of a boss, it is the only acceptable one!

Color testing allows to determine the personality type of a top manager, and consequently to understand and predict his behavior under conditions of risk and uncertainty, when stress factors become higher than the norm.
Considering the phenomena of the influence of personal qualities of a top manager on the process of developing a managerial decision, one should take into account the varying degrees of stability of the individual qualities of the personality. Among the set of psychological qualities, there are unchangeable, weakly changeable and strongly changeable.
  • The following can be referred to as unchangeable: temperament, genetically determined reactions and the type of higher nervous activity.
  • Weakly changeable are suggestibility, emotionality level, attention span, tendency to risk and thinking parameters.
  • Will, responsibility, communicativeness are highly changeable.
On the basis of the influence of personal qualities on the process of developing a management decision, a scientific psychological model of the successful business leader was created, which provides the maximum opportunity for high corporate earnings. The set of personal psychological qualities of a top manager includes: extroversion, communicability, determination, professionalism, openness, curiosity, result orientation, self-confidence and thirteen other psychological characteristics.
The personal color model

The personal color model assesses sixty basic psychological traits of a person and allows a very accurate assessment of the match of a person to a leadership position. Let me remind you of these parameters again:

With color testing, finding a person with the right set of ideal psychological traits is a solvable task! This means that the company has a chance for financial success!

Aggressiveness

Adaptability

Ambitiousness

Apathy

Indifference

Fear of criticism

Fidelity

Outrage

Enmity

Arrogance

Rage

Pride

Readiness to argue

Trust

Greediness

Desire to analyse

Envy

Initiativity

Intellect

Interest in others

Communicability

Logic

Motivation

Vindictiveness

Persistence

Obscenity

Gluttony

Public consciousness

Sociability

Definiteness

Denial

Overvalue

Planning

Honesty

Practicality

Enterprising

Realization

Realism

Resoluteness

Sexuality

Vigor

Stability

Fear of poverty

Fear of being old

Fear of illness

Fear of death

Pursuit of Authority

Creativity

Respect for people

Self-confidence

Fantasia

Bravery

Sensuality

Sensitivity

Ethics

Effectiveness

Color testing is useful in determining a person's temperament. Business executives with different types of temperament prefer different types of management decisions.

Choleric executive

Choleric executive prefers speed, agility, and individualism in developing a management decision. These qualities are more important than the long-term elaboration of the decision. However, choleric people do not always have time to thoroughly assess the situation and the problem. Their decisions are sometimes spontaneous. Decisions made by choleric, are characterized by a high level of risk, decisiveness and uncompromising.

Phlegmatic executive

Phlegmatic executive prefer to spend more time on the development of management decisions, rather than on their implementation. For them it is important to have a surplus of information, opinions and advice on the problems to be solved. Their decisions are characterized by a high level of security. When implementing their decisions phlegmatic determined and persistent. They trust experts more than information systems.

Sanguine executive

Sanguine executive has a more relaxed type of mental activity. They also, as well as choleric, fast and operative in the development of management decisions, but prefer individualism to collective discussion of key issues or decisions they make. Sanguine people work well with people, as well as with information systems of decision support.

Melancholic executive

Melancholic executive very responsibly suited to the development of management decisions. They try to take into account all the possible negative consequences of decisions. Often they elevate secondary problems (little things) to the rank of priority. Melancholic requires a lot of time, a lot of information, counselors and various confirmations. The decision taken by the melancholic, has a detailed elaboration and feasibility of implementation. Melancholics make effective decisions in strategic planning, constructing, etc. Work in stressful situations they are contraindicated. During the implementation of their decisions, they constantly monitor the progress of their implementation, help performers, delve into all the details of the problems encountered.

So, the services of a medical psychologist are very important for any business, especially a large one or one with ambitions of becoming a large international business.

The result of my work with the top management (owners) of the business:

  • Monitoring and correcting psychosomatic risks and stress levels (mentally and physically healthy management is a guarantee of business profitability!)
  • Selection and evaluation of candidates for managerial positions with the help of color perception models (leadership qualities / temperament = quality of managerial decisions).
  • Assessment of company management compatibility (if top managers are not psychologically compatible, then don't expect successful implementation of business strategy / there will be many interpersonal conflicts, which will divert attention and energy from the business).
  • Psychological analysis of the company's management model (identifying the link between HR risks and the psychotypes of the company's CEO / temperament = quality of management decisions)
  • Recommendations for changing the current management model of the company.
  • Minimizing HR risks, cooperation with HR management (Calm, healthy and motivated employees to work efficiently/ Reduced employee turnover/ reduced sick time/ conditions for corporate conflicts are minimized).
I will be glad to discuss the details of cooperation. Use the contact form to talk with me.
Corporate Clinical
Psychologist
Psychological Workshop By Todor Milykh (Master of Clinical Psychology (MCP))
Professionally about psychosomatics
website development
Contacts
  • Merbau Psychology LTD, 1000, Bulgaria, Sofia, Golo Bardo str. 16, office 5
  • +359 896 885 295
  • info@psyhologist.men
Menu
Terms

I will be glad to discuss the details of cooperation. Please send me information about the vacancy on one of messengers. Thank you for contacting me and have a nice and pleasant day!

* I conduct online reception all over the world

WhatsApp Viber Telegram

online