| Some simple advice - and pass-along | | | | will fall apart the minute you turn your |
| strategies - for reducing stress in the | | | | back. It leaves you hung up on |
| workplace. | | | | time-consuming details, stifles the |
| Stress is costing American business big | | | | participation and growth of others, and |
| time. Estimates range from $80 billion | | | | creates unnecessary tension all around. |
| to $300 billion annually in illnesses, | | | | Take the leap of faith. Learn to |
| absenteeism, diminished productivity, | | | | delegate. Assign responsibilities and |
| accidents, mistakes, burnout, high | | | | give others the chance to prove |
| turnover, and soaring health insurance | | | | themselves. You can dole it out |
| premiums. | | | | gradually, to gain confidence and |
| It's no surprise, then, that many | | | | minimize error, but begin unburdening |
| companies have been fighting the stress | | | | yourself of the oppressive minutia |
| epidemic aggressively with an arsenal of | | | | that's needlessly choking your life. You |
| anti-stress initiatives. But a nagging | | | | can experience a marked reduction in |
| question remains. If all the stress | | | | stress in a relatively short period of |
| management programs out there are so | | | | time simply by delegating. |
| effective, why are so many workers still | | | | Be a team player. |
| stressed out? | | | | It's more productive-and less |
| The answer may lie in the fact that some | | | | stressful-to work as a team. In your |
| organizations are simply trying too | | | | job, in your family, in your community. |
| hard. In an effort to reduce stress, | | | | When you spread the work and |
| they are actually adding to it. As | | | | responsibility around the pressure |
| well-intentioned as their stress | | | | eases, everyone becomes more |
| programs may be, many are complex and | | | | cooperative. As much as we like to think |
| time-consuming, require a lot of reading | | | | of ourselves as complete packages, we're |
| and recall, are heavy on theory and | | | | not. We need others to contribute what |
| light on practical advice, or just don't | | | | we lack, to balance out our collective |
| connect with employees on their | | | | strengths and weaknesses. Let go the |
| level...or with their specific problems. | | | | urge to put it all on yourself or take |
| Remember, what people who are stressed | | | | all the credit. Society is a team effort |
| out lack most is time...and patience. | | | | and success most gratifying when |
| They have no time to attend lengthy | | | | everyone's involved. |
| stress seminars that pull them away from | | | | Rotate working on different projects. |
| the very tasks that are stressing them | | | | For example, if you have three projects |
| out. They have little patience to sift | | | | due next week, performing them in their |
| through wordy guides and procedures to | | | | entirety one after the other can make |
| dig out those rare nuggets of advice | | | | each seem long, drawn out and tiresome. |
| relevant to their situation. Some stress | | | | Instead, divide your time each day into |
| programs merely address the symptoms of | | | | thirds and work on all three. Each |
| stress rather than eliminate the causes. | | | | project will provide a refreshing break |
| They have little lasting effect. Workers | | | | from the others, while allowing you to |
| become frustrated and cynical, believing | | | | make steady progress on all. Like a |
| that nothing will work, and go right | | | | farmer rotating crops to keep the soil |
| back to their costly, stressful ways. | | | | rich and fertile, varying tasks will |
| What, then, can management and human | | | | keep you more alert and imaginative, |
| resources professionals do to overcome | | | | making the work proceed more quickly and |
| these obstacles to effective stress | | | | enjoyably. |
| management, and "reach" their employees | | | | Are you a checkaholic? |
| with solutions that will connect...and | | | | How much time do you waste excessively |
| stick? A good way to start is to offer | | | | checking things. Check the weather. |
| simple, candid, targeted strategies | | | | Check the time. Check the markets. Check |
| workers can quickly incorporate into | | | | your email. Check your hair. Check your |
| their lives-techniques that get their | | | | voicemail. Check the news. Check your |
| attention and produce immediate results. | | | | makeup. Check to see if your wallet is |
| These are less intrusive, take little or | | | | still in your pocket. How much of your |
| no time to implement, and get the user | | | | day are you frittering away doing this? |
| started on the right track, with the | | | | More than you might care to know. Ease |
| right attitude. To give you some | | | | up. Things aren't going to fall apart |
| examples, I've selected the following | | | | when you're not looking. So resist the |
| ten workplace strategies I use in my | | | | urge to receive constant, needless, |
| books and seminars, which have been | | | | monotonous updates. Use that time to |
| field-tested with positive feedback from | | | | maintain your focus and get more done. |
| thousands of readers and participants | | | | When you get the urge to check on |
| worldwide. Simply pass them along by | | | | something...simply let it go. |
| email or interoffice memo. I believe | | | | Forget about deadlines. How about |
| they can have a significantly positive | | | | startlines? |
| effect on your employees, too. | | | | For a society so obsessed with when a |
| Do one thing at a time. | | | | project gets finished, we're curiously |
| Do it mindfully. Do it well. Enjoy the | | | | all too casual about when to get it |
| satisfaction. Then go on to the next | | | | started. And that can be the most |
| thing. Multitasking might work for | | | | critical factor of all. Which may |
| computers, but humans have yet to get | | | | explain why so many deadlines aren't |
| the hang of it. A growing body of | | | | met. Instead of stressing over when |
| evidence affirms that trying to | | | | something is due, focus on getting it |
| accomplish several things at once takes | | | | underway. Set a "startline." That is, a |
| up more time overall than doing them | | | | time before which it's essential you get |
| sequentially. It consumes an excessive | | | | a project started, so it isn't performed |
| amount of mental energy, too, so you | | | | in a rushed and slapdash manner. If you |
| fatigue more quickly. The lack of focus | | | | stick to your startline, it not only |
| also leads to careless mistakes, shoddy | | | | assures efficient, unhurried |
| work and unreliable performance. Worst | | | | performance, it all but eliminates the |
| of all, having to do things over. This | | | | need for a deadline...and the anxiety |
| is no way to live. Give what you're | | | | that goes with it. Which "line" would |
| doing your undivided attention. Take the | | | | you rather work under? Get it started. |
| time to get it right. You'll be more | | | | Be a good gear switcher. |
| productive, and less stressed, in the | | | | You may have the kind of job where you |
| long run. | | | | constantly have to drop something to |
| Chip away at projects with long lead | | | | take care of something else. This can be |
| times. | | | | a never-ending source of stress and |
| When you get an assignment with a | | | | frustration. If you let it. Or, as |
| "luxury" of time, don't squander it. Get | | | | unlikely as it seems now, you can |
| at least a start on it right away, when | | | | condition yourself to get used to |
| your enthusiasm and understanding of it | | | | it...even enjoy it! When you prepare |
| are at a peak. Then spend a little time | | | | yourself for such interruptions, you can |
| on it each day to keep the momentum | | | | make a clean break without anxiety, |
| going. That way, every thought you have | | | | knowing you'll return later on to tie up |
| of the project will be a positive one: | | | | loose ends. Just give whatever you're |
| "I'm on the case, I'm getting it done." | | | | doing at the moment your undivided |
| Put it off, and every thought will be | | | | focus...and let it go promptly when |
| increasingly negative: "Yikes, I haven't | | | | necessary. Quick transitioning is a |
| even started yet!" Which can add up to | | | | skill, an art you can learn, master and |
| big stress over time. And a major crisis | | | | take satisfaction in. |
| as the deadline nears, you've forgotten | | | | Stand up and stretch. |
| what to do, and your enthusiasm has been | | | | Especially if you have a desk or |
| supplanted by anxiety and dread. Get it | | | | computer job. A day at work shouldn't be |
| going early. You'll do a better job, in | | | | like an eight-hour plane ride. |
| less time, without the stress. | | | | Periodically get off your chair and |
| Don't let unhealthy job stress persist. | | | | stand, stretching your arms and |
| If your workload or project is | | | | legs-even squatting, bending from side |
| impossible to complete without pulling | | | | to side, rolling your head, walking |
| your hair out, doing a slapdash job or | | | | about, etc. It'll get the blood flowing |
| suffering a near stroke for your | | | | more freely, loosen cramped muscles and |
| trouble, speak up early on rather than | | | | joints, help you think more clearly, and |
| bottle it up and be unable to perform | | | | relieve some of the stress. Give your |
| the work accurately and professionally. | | | | body a quick tune-up at least one or two |
| And do it in a positive way, by offering | | | | minutes each hour. |
| possible solutions: you'll need more | | | | Maintain your presence of mind. |
| time; you can do part of the project in | | | | It's easy to get flustered, panic and |
| the allotted time; or you'll require | | | | lose your composure when you're rushed |
| more help. If you're a good competent | | | | and pressured. Your mistake level soars, |
| worker your request should command | | | | carelessness abounds and civility often |
| respect and compliance. It doesn't help | | | | goes out the window. Only making things |
| anyone to say nothing and let it eat | | | | worse. Practice maintaining your |
| away at your well-being, and subject | | | | presence of mind in pressure situations. |
| both you and your company to poor | | | | Take slow deep breaths and approach the |
| performance. | | | | crisis with calmness and control. You'll |
| Delegate. | | | | discover you can handle things more |
| Stress is often caused by an inability | | | | efficiently, even more quickly, when you |
| to let go, a constant need to | | | | strive to keep your cool. Hysteria |
| micromanage, the fear that everything | | | | accomplishes nothing. |