In more than a quarter of a century of advising management and boards, I don’t believe I have ever seen the levels of stress among employees higher than it is today.
It’s a confluence of events that has its origin in the global financial crisis that, inexorably, has rippled to every corner of business and commerce in the Western world.
Company leaders themselves are under pressure to manage costs (read, reduce costs) and, by whatever it takes, to maintain cost-income ratios.
This pressure, exerted from above, pushes down relentlessly on workforces and many Individuals struggle to cope.
One of my clients recently explained she was responsible for four functions, she had 17 direct reports and no time to manage, let alone to lead …
The impact of stress on staff is demonstrable and manifests itself in a number of ways. One option for leaders is to ignore the stress their people are under and put up with the consequences, one of which is unintended staff turnover of perhaps as much as 40 per cent a year. Another, better, option is to sharpen their focus in actively engaging stressed team members.
Sadly, many leaders have little idea how to engage a valued, yet stressed, employee more deeply. Some things leaders may need to consider include: Scheduling agenda-free meetings with their people. Yes, I’m serious – agenda free. Pay attention and listen. You may be surprised at what you learn. Show interest in the person, as well as in the business. Accept there are times to seek professional help in whatever form that may take. In my experience, the new leaders need to increase their focus on high-value team members, offer both emotional and practical support to help them cope and be prepared to seek independent assistance in keeping their leaders accountable for these softer yet critical issues.
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