Recognizing and avoiding stress

Most people would agree that a certain amount of pressure is tolerable, even enjoyable. Different people, of course, react in different ways to pressure. Some people tolerate more than others do. But we are often at our best when the adrenalin is flowing and when we are working under pressure to achieve good results within a limited time. Problems start when the pressure becomes too great or continues for long periods. It then becomes stress. It ceases to be enjoyable. In the UK, employees are absent for an average of eight days a year and stress is the fourth major cause of this absence (CIPD, 2008). The five main causes of work-related stress that CIPD identified were:

  • workload
  • management style
  • relationships at work
  • organizational change and restructuring
  • lack of employee support from line managers

These causes should alert you to the idea that, as a manager, you are perhaps just as likely to suffer from stress as to be the cause of it.

It is important that managers are able to distinguish between pressure and stress so that they can avoid stress while making the best use of appropriate pressure. A simple way of differentiating between pressure and stress is by the effects that they have.

Most high achievers (and a lot of managers would fall into this category) find pressure to be positively motivating. They are able to respond to it energetically. Stress, on the other hand, is debilitating. It deprives people of their strength, their vitality and their judgement. The area of concern is where pressure becomes stress. Here, one needs to be constantly looking for tell-tale signs.

References

CIPD (Chartered Institute of Personnel Development) (2008) Absence Management Annual Survey Report [online], http://www.cipd.co.uk/subjects/ hrpract/absence/absmagmt.htm (Accessed 25 November 2008).

Acknowledgements

Adapted from The Open University’s OpenLearn (http://openlearn.open.ac.uk) material entitled Managing and managing people under a Creative Commons Attribution-NonCommercial-ShareAlike 2.0 Licence. As such, it is also made available under the same licence agreement.

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