Your Inner CEO: Executive Stress

For any CEO, stress comes in different shapes and sizes, and from many different directions. For you as the CEO of your Inner Corporation, stress can still have many different looks – but it always originates within yourself.

Sometimes a big problem seems to suddenly materialize out of thin air. Other times a series of relatively small annoyances can begin to wear you down. While a major crisis can certainly be difficult, I think chronic, long-term stress is more dangerous – mostly because you can get used to it.

You’ve probably heard how a frog can get boiled in water that only very gradually rises in temperature. Here’s the good news: in real life frogs actually jump out. Here’s the bad news: people will “overheat” to high levels of chronic stress in their careers and in their personal lives. The results can be painful, physically, emotionally, and financially.

An effective CEO knows that handling stress takes strength, but it also requires mature judgment. You have to know when to disconnect from a situation rather than trying to ride it out. Because you might get ridden out instead.

Most people don’t know how to do that. Studies show that workplace stress is the cause of at least a million American worker absences every day. It’s also been estimated that 80% of health care expenses are stress related, with costs rising as drugs and medical treatment become more expensive.

Fortunately, the main causes of stress – or at least work-related stress – are also very well documented:

>> Too much work: Obviously, this is a major cause of stress. But the solution isn’t just reducing the workload. Even simple projects can become stressful if they’re poorly supervised or not clearly explained. An effective manager needs to closely monitor the mechanics and procedures in an organization as well as the volume of the work itself.

>> Too much hassle: Phones, walk-in visits, and unanticipated demands from managers all contribute to increased stress. Managers should be sure that what they expect from team members is absolutely clear, and then give them a stable environment in which to meet those expectations. As an Inner CEO, however, there’s no one higher up who’s going to provide you with a tranquil environment. You’ll have to do that yourself. So create an inventory of your most common annoyances and then see what you can do toward eliminating them. (Caution: if one of them is your spouse, think divorce, not murder.)

>> Anxiety: In an unpredictable economy, the possibility of layoffs or furloughs, or other cutbacks are major sources of stress. You should keep your team informed about situations that might affect their jobs -- and provide reassurance if you can credibly do so. Regarding your own job security, learn to live with the fact that “job security” is an illusion. Make sure you’re prepared for sudden change that would force you to look for a new job. Furthermore, keep your eyes open for new jobs even while you have your present one. You’re a free agent, not a wage slave.

>> No feedback: If someone is not meeting expectations, that should be made clear long before the annual review. As your own CEO, you’re the one who sets goals for yourself, but are you tracking your progress toward your goals in a clear and meaningful way?

>> No appreciation: Failure to show appreciation generates stress. There are many ways to demonstrate appreciation, but for a manager the most effective way is just a sincere recognition of a team member’s positive contribution. But this isn’t something you can expect as an Inner CEO, since you have neither managers nor shareholders. The solution: appreciate yourself. Recognize the extent to which you create your own stress, and how that may be a product of an unconscious need to devalue yourself.  The classic film “It’s a Wonderful Life” is a great resource for this concept. (If you find yourself secretly rooting for Mr. Potter, stress should no longer be a problem. A great future awaits you!)