This article has been translated from our English edition.
The opinions of the employees of You are personal.
The following is an excerpt from Dr. Nadine Greiner’s book Stress-Less Leadership. You can buy it on Amazon: Stress-Less Leadership (English edition)
The difference between acute stress and chronic stress It is important. Some examples of acute stress are the stress you experience after an argument with an employee, or when you give an important presentation, or when you have a bad day at work, or when a project is nearing due date. You haven’t finished. These events are short-lived, they pass quickly. However, chronic stress is one that never stops, that you experience continually, and that results from the constant stimulation of the body’s natural response to stress.
Distinguishing between acute and chronic can be difficult, and in many cases acute stress becomes chronic. The body is perfectly equipped to deal with this acute stressas it can adapt and recover quickly. However, when stress is repeated and prolonged, the body becomes heavily stressed. Many functions become confusing and can even collapse. Take a few minutes to think about the following questions:
- Do you struggle with the same employee day in and day out?
- Do you feel constantly under pressure to perform?
- Do you constantly feel inadequate or unprepared for your job as a manager?
If you answered yes to any of the above questions, you are most likely experiencing chronic stress. As business leaders, stressors tend to be different from those experienced by the rest of the population. Here we leave you with some of the most common ones given by the Center for Creative Leadership in the United States:
Trying to do more in less time with insufficient resources. Are you constantly trying to do more with less and do it faster? You may have decided to open a new office for your business in a different location, but you don’t have the budget or the right people to do it. And even if you have the resources, you may not have enough time. When you run a publicly traded company, you may be under pressure to reassure your shareholders as you try to protect your company’s infrastructure and prepare your people for long-term success. However, keeping shareholders happy all the time is impossible and you have tough decisions to make. Prepare for the trip.
How do I deal with this type of stress? It all depends on your focus. Focus on the task at hand by planning, organizing, and prioritizing. There are certain behaviors like defining and clarifying expectations or sticking to a calendar that can help. More concentration reduces the stress that arises from a complex task. And what’s even better, the stress of future tasks can be reduced to the maximum and even disappear. You are allowed to breathe and feel relieved.
Deal with the negative aspects of personal relationships. Strong interpersonal relationships are the key to your company’s success. A bad relationship between you and your co-workers has many effects, such as: B. lower job satisfaction and more stress and depression. In fact, having a bad relationship with the people you work with can affect the service you provide to your customers. Everything is a domino effect. When these relationships are weak, projects and initiatives suffer so badly that the company and its place in the market are at risk.
Building healthy relationships requires you to be able to do so and to be constantly vigilant. As Warren Buffet once said, “It takes 20 years and five minutes to build a reputation to destroy.” The relationship between you and your co-workers can improve as you learn to better manage your co-workers and to identify and deal with conflicts effectively. Organizing and promoting events to create greater interaction between teams and improve personal relationships in the office can help you with this.
Competition and lack of teamwork among your employees. “Toxic employees” are the be-all and end-all of offices and come in many forms. Ultra-competitive employees are one and they have a strong drive to scale and do so at the expense of others. Is there someone on your team who keeps giving you a beard, even when it has to go over their teammates? There are other toxic employees like those who don’t do their job or do their part. In either case, the results can be devastating and cause high levels of stress for both you and your co-workers. It’s 54 percent. An employee is more likely to resign if there is ONE toxic employee on their team, even if it is a team of 20 people.
Poor performance by your direct employees. Poor performance is a stress factor that affects employees and their managers alike. Unfortunately, this subject is often the last item on the agenda of heads of state or government. As long as employees meet the minimum requirements, their managers often overlook a lack of commitment or attitude. However, the result can be extremely negative. Poor performance leads to lower productivity, lower motivation and retention, and of course, stress.
While there are certain performance issues that should be addressed by the HR department (e.g. misconduct or absenteeism), most should be addressed directly by managers, setting clear expectations, providing adequate training, and motivating their employees.
Inappropriate customers. Managing relationships with your customers is complex. We’ve all heard that the customer is always right, but this mantra can split a company’s efforts and create unnecessary stress. The most common source of stress among customers is inappropriate expectations and requirements. The most efficient companies are those that not only meet their customers’ needs but exceed them, focus on the smallest details, and create customer-centric cultures. If requirements and requirements exceed these, they take a step back and look for alternative solutions.
You can learn to deal with chronic stress, but it will take a lot of effort to do.