How are your stress levels?

We need a level of pressure to motivate us and keep us performing at our best but too much pressure can lead to stress or even burnout if not managed effectively. Although we cannot eliminate stress, we can be proactive about minimising the risks and helping people to develop a toolkit of helpful strategies to manage stress. Here we share some areas to think about in minimising the risks of stress at work.

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We all need a level of pressure in our lives as it keeps us motivated, and achieving the right level of pressure keeps us performing at our best. Right now, you and your staff will have experienced changes in the levels of external pressures whether they are furloughed, shielding, covering for team members who are not in work, or working remotely. We also have internal pressures that we put on ourselves to add into the mix. We will never know the level of internal pressure someone is feeling.

When the pressure gets too much it can lead to stress, which if not managed effectively can lead to burnout. We will all have different tipping points. No one person is the same. We will all have thought “what do they have to be stressed about?” Well, the truth is, we don’t know, so how can we make a judgement on this?

We cannot eliminate pressure and we don’t have control over everything that is going on around us. As an employer, we can be proactive and look at the potential risks of stress to our teams, and also think about equipping staff with tools and techniques to help them manage this pressure effectively so it does not negatively impact their wellbeing.
We know that where a manager or leader demonstrates effective coping strategies to deal with stress, uncertainty and change, others will benefit. So, what can your teams learn from you?

The HSE identified 6 areas of job design, which if not managed effectively can create stress. You may well be familiar with these as they are a great starting point for assessing stress-related risks:

1. Demands – consider the physical working environment and workload – remember tolerances to pressure will have changed, what someone could quite easily manage before, they may be finding difficult – this will take time to gradually build up again.
2. Control – the level of autonomy and flexibility people have over how and when they work – even more important right now where there is so much we do not have control over
3. Support – what support is available internally and externally. Also considering whether your managers and staff feel confident to spot signs, approach someone who may be struggling and offer appropriate support. Is training needed to upskill?
4. Relationships – what are you doing to foster positive, trusting, fun relationships & keep engagement high? Are negative attitudes and behaviours towards others addressed?
5. Role – clarity is so important here as people may be working in very different ways and tasks may have changed. Do staff know what is expected of them and why? Knowing why they are doing a particular task will help give a sense of purpose which is vital for motivation.
6. Change – how well is change being communicated, and do people feel they are on this journey with you or are they feeling isolated? Openness and showing vulnerability is powerful here.

So, where are your stress levels at?

Be mindful of your own and others warning signs of stress. Don’t be afraid to talk about it – it just might do you or someone else the world of good to feel heard.