What actions should you take as a manager in dealing with stress???
Dealing with Stress
It is common for managers to seek work or responsibilities even though they know this will increase the pressure on them.
The stimulus of responsibility, of achieving work or personal targets, and of working against deadlines provides much of the interest and satisfaction in their work.
However, this pressure can become counter-productive if it is excessive - if you no longer feel in control and if the satisfaction of achievement fails to compensate for the stress of delivering the outcomes.
At this stage you need to be able to identify the cause of the excess pressure and take measures to correct it. Your objective must be to maintain a level of pressure that you find stimulating and not threatening.
Symptoms of stress include:
• being too busy or working longer hours,
• insecurity, an unwillingness to delegate,
• loss of motivation and indecision
• work performance may decline or become inconsistent
• irritability and short temper,
• panic reactions,
• heavy reliance on tobacco, alcohol or drugs such as tranquillisers.
All can be signs of other problems, but their presence should make you suspect stress. Once you are aware of the causes of unproductive pressure, you are in a position to address the problem.
Methods of reducing stress that work for the manager are also likely to be effective for the work team: less stress among support staff reports will reduce demands on the manager. Possible actions include:
1. Promoting collaborative working approaches. If you are careful to involve members of your team in making decisions about matters that affect them, they will be more likely to cooperate with you and with each other.
2. Creating ‘stability zones’. These are areas of work over which you and members of your work group have some control, or a measure of control.
3. Being alert to the actual demands being made on you and those in your work group.
4. Ensuring that everyone knows their roles and the functions they are expected to fulfil.
5. Setting yourself and others clear priorities and keeping an overview of everyone’s workload.
These five actions will help you to:
• monitor roles and workloads,
• to clarify expectations,
• help to provide staff with a sense of control and certainty, and
promote good relationships.
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