Ten tactics to reduce stress in an organization

(2 min read)

There are ten simple tactics to reduce stress in any organization:

1. First, communicate the goals clearly and transparently – where is the boat going?
2. Make Sure of the Leadership Presence & provide adequate information – where is the captain, and what does s/he tell?
3. Create an environment of trust – by being transparent.
4. Celebrate achievements – every effort matters.
5. Make people feel belonging and secure – everyone has a task and role in this boat.
6. Listen to the concerns of the individuals – be willing to listen to what’s going on. And do not ever underestimate what is going on.
7. Provide hope – the storm will be over, and there is sunlight somewhere over there.
8. Encourage employees to take more breaks and to take a vacation.
9. Add more fun and laughter to work.
10. Implement flexible work schedules.

 

The recipe is straightforward. It is not rocket science. 

So then, what prevents its implementation by corporations?

Changing the target

In a fast-paced environment and changing external dynamics, some goals may shift. Sometimes, the leaders will communicate the changing goals. However, they may not provide the entire background. As an outcome, this may create confusion and additional uncertainty.

More work

When things are tough, there is likely to be more work to be done. And leaders are busier; remaining visible will be more complicated than the norm.

Too many chefs in the kitchen

Typically, there are many stakeholders in an organization. One of the possibilities is that; not all stakeholders may be looking in the same direction with the same intent.

 

Being the Devils’ Advocate

It is easier and less time-consuming to surround oneself with people who have the same perspective. Those who play the devil’s advocate may not have sufficient air time. Therefore, what is happening within the organization may not always be heard. Consequently, transparency diminishes.

 

Organizational politics may play another role.

No one would like to provide bad news to the top management. In other words, no one might be willing to say that the king is naked, or it may not be the politically correct thing to say.

 

Seeing around the corners

In today’s fast-paced business environment, it becomes even more challenging to be able to see around the corners. No one can guarantee that the storm will be over and that there won’t be a new, unexpected storm in the future.

 

Fear of failure

People/team members project their fears and insecurities. They will start to share these fears and insecurities with colleagues. As an outcome, it tends to create a toxic environment. On top, it is not easy to be aware of these side conversations. Therefore, it becomes more challenging to mitigate the ‘fear of failure’ environment.

 

People are different

People will react differently to stressful situations. Therefore, it is not realistic to expect all the leaders to respond in the same way.

 

80/20 rule

More urgent needs are not get prioritized. In an ideal world, leaders invest more time to resolve the most critical strategic issues, which will create the most significant impact. However, in crisis periods, the most vital matters might be de-prioritized.

 

Time

Everyone has 24 hours a day. Yet, in any crisis, even 24 hours is not enough. This dilemma results in no time for breaks or even people feeling obliged not to take any vacation.

 

In the end, there are always good intentions, yet there can be unintended consequences. All leaders start the day with the hope of creating a positive impact. On the other hand, some circumstances result in unintended consequences rather than implementing the magical yet straightforward recipe.