Snap Judgment: The Stress Mess

While an acute crisis in your work can be very difficult to manage, those situations are, by definition, limited in terms of time, place, and frequency. But chronic stress can go on for a long time, even indefinitely. So you've got to be patient with stress, but not too patient. You don't want to make snap judgments to get rid of stress. But you don't want to just let it happen either. 

Stress is dangerous partly because people can get used to it. You’re probably familiar with the story about a frog getting boiled in water that only very gradually and almost imperceptibly rose in temperature. That’s a good story, but in real life frogs actually jump out of the water. Humans, on the other hand, will let themselves overheat to very destructive levels based on longstanding stress in their careers or their working lives.

Dealing with stress requires strength but also mature judgment. You need to call upon your inner resources, and you also must be aware of when it’s time to disconnect from the situation in the most appropriate way.

Studies show that workplace stress overload results in one million absent American workers each day. Stress results in mistakes and accidents, declining productivity and burnout, low morale and lost employees, increases in alcoholism and drug use, as well as workplace violence and harassment.

Based on research studies and information cited by author Ravi Tangri in the book Stress Costs, Stress Cures, stress is responsible for the following work-related issues:

• 19 percent of absenteeism;
• 40 percent of turnover;
• 55 percent of employee assistance books;
• 30 percent of short- and long-term disability;
• 10 percent of drug plan costs;
• 60 percent of total workplace accidents; and
• Total costs of workers comp and lawsuits are because of stress.

Fortunately, the main causes of stress – at least in the workplace – are very well documented:

>> Overwork: Obviously, too much work causes stress. But employees also suffer when assignments are unclear or poorly supervised. An unforgettable leader and team builder needs to closely monitor the mechanics and procedures in a work environment, as well as the volume of the work itself.

>> Random interruptions: Phones, walk-in visits, and unanticipated demands from managers all contribute to increased stress. Make sure that what you expect from team members is absolutely clear. Then give them a stable environment in which to meet those expectations.

>> Uncertainty: In times of economic downturn, 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.

>> Inadequate feedback: Team members need to know whether they are meeting expectations. Consistent, written and verbal, personalized
feedback is needed from the team leader.

>> Lack of appreciation: Failure to show appreciation generates stress. There are many ways to demonstrate appreciation, but the most effective is just a sincere recognition of a team member’s positive contribution. And it should be put in writing!

>> Lack of control: Stress is greatest when team members feel they minimal input in issues that affect them.

These stress-producing categories deserve your attention. Don’t let them persist