During Times of Higher Workplace Stress

Why This Matters

Work crunches can zap our focus and leave us feeling depleted, potentially decreasing our productivity and performance.

Work demands may be cyclical, but many of my clients feel it is ever-increasing. These work crunches can zap our focus and leave us feeling depleted. As leaders, we need to navigate times of higher workplace stress, and equally important, we need to help others within our sphere of influence navigate well, too.

From a leader's perspective, helping employees manage work-related stress is crucial for several reasons:

1. Maintaining Productivity: High levels of stress can significantly hamper employees' productivity and performance. By assisting employees in managing stress, leaders can ensure that their teams remain focused and engaged in their work tasks. This can ultimately lead to better outcomes for the organization. A study published in the Journal of Applied Psychology titled "Stress in the Workplace: A Comparison of Gender and Occupations" by G. Ferris, et al. (1996) found that stress negatively impacts job performance.

2. Reducing Turnover: Employees who experience excessive stress at work are more likely to burn out and seek opportunities elsewhere. High turnover rates can be costly for organizations in terms of recruitment, training, and lost productivity. A report by the American Psychological Association titled "Stress in America: Paying with Our Health" (2017) highlights the link between workplace stress and turnover.

3. Enhancing Employee Well-being: Leaders have a responsibility to ensure the well-being of their employees. Chronic stress can have detrimental effects on physical and mental health, leading to issues such as anxiety, depression, and cardiovascular problems. By implementing strategies to manage stress, leaders contribute to creating a healthier and more supportive work environment. The Centers for Disease Control and Prevention (CDC) provides resources on workplace health promotion, including stress management techniques.

4. Fostering a Positive Organizational Culture: Organizations that prioritize employee well-being and provide support in managing stress tend to cultivate a positive organizational culture. When employees feel valued and supported, they are more likely to be engaged, satisfied, and committed to their work and the organization's goals. This contributes to a positive workplace atmosphere and can even attract top talent. A study published in the Journal of Management titled "The Role of Leadership in Occupational Stress" by J. Barling, et al. (1996) discusses the influence of leadership on organizational stress levels.

Here are some suggestions for navigating times of higher workplace stress. For each of these elements, encourage your directs to do the same where applicable and provide the necessary support for them.

𝗔𝗰𝗸𝗻𝗼𝘄𝗹𝗲𝗱𝗴𝗲 𝘁𝗵𝗲 𝗥𝗲𝗮𝗹𝗶𝘁𝘆
Fighting the inevitable crunch only adds stress. Accept the situation for what it is. This acceptance may allow you to build resilience and move toward more effective management.

𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗲 𝗮𝗻𝗱 𝗗𝗲𝗹𝗲𝗴𝗮𝘁𝗲
You don't have to do it all. Can deadlines be adjusted? Can tasks be delegated? Communicate your workload and ask for support.

𝗦𝗲𝘁 𝗕𝗼𝘂𝗻𝗱𝗮𝗿𝗶𝗲𝘀
During a crunch, clear boundaries become essential. Let others know your availability. This sets expectations and helps you manage your time/priorities more effectively.

𝗦𝗶𝗹𝗲𝗻𝗰𝗲 𝘁𝗵𝗲 𝗡𝗼𝗶𝘀𝗲
If you're able, turn off email and social media notifications while working on important tasks. Schedule designated times to check them. Block out background noise and create a more focused environment. Let colleagues know when you need uninterrupted time to concentrate on a project.

𝗣𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘇𝗲 𝗮𝗻𝗱 𝗣𝗹𝗮𝗻
Map out your day with realistic time allocations. Prioritize ruthlessly and build in buffer time to handle unexpected disruptions. Utilize a system to prioritize tasks and break them down into smaller, more manageable chunks. Schedule time for each task and stick to the plan as much as possible. This creates a sense of control and keeps you moving forward.

The Pomodoro Technique: Work in focused 25-minute intervals with short breaks in between. This method can prevent burnout and boost productivity.

1. To-Do List Management

   • Consolidate all the tasks you need to tackle into a single list.

   • Prioritize these tasks based on their importance.

2. Plan Your Day

   • Estimate the number of Pomodoro sessions required for each task.

   • Prioritize tasks based on urgency and importance.

3. Engage the Timer

   • Set a timer for 25 minutes (this chunk is called a pomodoro).

   • During these 25 minutes, focus solely on completing the task without any distractions.

   • Once the timer rings, take a 5-minute break to recharge.

4. Repeat

   • After your break, start another pomodoro for the next task.

   • Continue this cycle until you’ve completed 4 pomodoros.

   • Then, take a longer break of 15 to 30 minutes.

The Eisenhower Matrix: Categorize tasks based on urgency and importance. Tackle urgent and important tasks first, delegate or reschedule less pressing ones. Here’s a template you can use.

𝗢𝗽𝘁𝗶𝗺𝗶𝘇𝗲 𝗬𝗼𝘂𝗿 𝗣𝗲𝗿𝘀𝗼𝗻𝗮𝗹 𝗖𝗮𝗽𝗮𝗰𝗶𝘁𝘆
Choose protein-rich meals and snacks to maintain stable blood sugar levels and cognitive function. Keep in mind that dehydration can significantly impair focus. Stay hydrated throughout the day. Regular exercise increases blood flow to the brain, enhancing alertness and concentration. Try to incorporate physical and cognitive breaks with restorative activities throughout your day that incorporate movement away from your desk/office space. Strive to ensure you're getting adequate sleep, aiming for 7-8 hours of quality sleep each night.

Interested in assessing your personal capacity/energy? Here’s a short assessment.

Additional References

Claessens, B. J. C., van Eerde, W., Rutte, C. G., & Roe, R. A. (2007). A Review of the Time Management Literature. Personnel Review, 36(2), 255–276.

 Hofmann, S. G., Asnaani, A., Vonk, I. J. J., Sawyer, A. T., & Fang, A. (2012). The Efficacy of Cognitive Behavioral Therapy: A Review of Meta-analyses. Cognitive Therapy and Research, 36(5), 427–440.