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