Top Ten Workplace Stressors
by Dale Collie
Published on this site: August 16th, 2005 - See
more articles from this month
According to CNN-Money.com, Americans spent more than $17
billion for anti-depressants and anti-anxiety drugs in 2002,
up 10% from the year before and nearly 30% over a two year
period.
The Institute for Management Excellence reports that American
industry spends more than $26 billion each year for medical
bills and disability payments with another $10 billion for
executive's lost workdays, hospitalization, and early death.
While these trends might be caused by some who are simply
intolerant to stressful situations, it should also be recognized
that properly managed circumstances can reduce stress, maximize
employee productivity, and improve the living conditions of
everyone.
Out of control stress also costs companies through increased
absenteeism, lack of enthusiasm for the job, poor performance,
and bad attitudes. Improvements in each of these areas can
bring improved productivity and increased profits.
To find out what is most stressful to employees, Bill Wilkerson,
CEO of The Global Business and Economic Roundtable on Addiction
and Mental Health, conducted a survey and reported the ten
top sources.
As you'll see, all ten of these stress causing situations
are related to leadership communications. The names Wilkerson
gave each of these causes are in quotation marks.
- "The treadmill syndrome"
Employees who consistently have too much or too little to
do creates a lot of stress. Some employees are highly stressed
because they simply have too many responsibilities. Others
work around the clock, not necessarily on the clock, but
throughout the day and at home. These are generally the
employees who have too much to do and too many responsibilities.
Solution: You can control stress caused by the treadmill
syndrome by making sure work is evenly divided and properly
prioritized. Sometimes you can save money by hiring additional
employees and reducing the additional costs of excessive
stress.
- "Random interruptions"
Interruptions keep employees from getting their work done
- telephones, walk-in visits, supervisor's demands.
Solution: You can control this type stress by encouraging
proper time management, delegation of responsibilities,
and clarification of expectations.
- "Pervasive uncertainty"
Uncertainty is created by constant, unsatisfactorily explained
or unannounced change.
Solution: Keeping everyone well informed can reduce
stress and improve productivity. Take time to meet with
people and put the details in a written memo so they can
review the facts after the emotions cool down.
- "Mistrust, unfairness, and office politics"
These situations keep everyone on edge and uncertain about
the future. Management of trust and fairness is just as
important as any other management tool. If people cannot
trust management, performance goes down. And, everyone is
affected if even one employee is treated unfairly.
Solution: You have to make sure everyone is treated
fairly - in fact and in perception. Word spreads quickly,
and everyone sympathizes with the "victim," as
they see it. They feel they will be treated the same way.
Unfairness can also be seen in management's acceptance of
those who thrive on office politics.
Solution: Do not reward office politics in any way.
Verbally reprimand those who are negative about others or
those who spread rumors. If their statement isn't uplifting,
don't let them make the comment about others.
If you fail to take action, morale goes down and stress
goes up.
- "Unclear policies and no sense of direction"
Lack of focus causes additional uncertainty and undermines
confidence in management.
Solution: Clear communication of policies and company
goals is required, and it must go beyond the management
level.
Not all middle managers are good at communicating these
important subjects, so top management must communicate in
a such a way that everyone is clear on where the company
is going and what company policies are enforced.
Use memos, articles, personal meetings, small groups, announcements
and anything else that reinforces your policy. Repetition
is important. Actions consistent with policy are more important
as the words.
- "Career and job ambiguity"
If people are uncertain about their jobs and careers, there
is a feeling of helplessness and of being out of control.
This goes beyond the job description and annual performance
review.
Solution: People want to know that their job is
secure and know what is expected of them. Many employees
also want to know about career progression and what they
must do to advance.
Keep people informed of business situations, threats, and
obstacles that must be overcome. They'll find out through
the grape vine if you don't tell them. There is no such
thing as a secret, so be right up front with everyone.
You don't want to be an alarmist, but these people have
families to take care of. Some of them are applying for
mortgages, loans, and other financial commitments that they
might not make if they are as fully informed as you are.
- "No feedback - good or bad."
People want to know how they are doing, and whether they
are meeting expectations. If you don't communicate your
thoughts on their performance, they are stressed about how
well they are doing.
Solution: Daily or weekly confirmation can help
reduce stress significantly. Managers who wait until year
end to explain job performance are about 51 weeks too late.
- "No appreciation."
Failure to show appreciation for employee participation
generates stress that endangers future efforts.
Solution: Daily, weekly, and monthly appreciation
will help reduce stress and increase profits.
- "Lack of communications"
Poor communication up and down the chain of command leads
to decreased performance and increased stress.
Solution: Just as it is important to keep people
advised of company policies and changes they can expect,
management needs to listen to employees. Improved communications
up the chain of command can give people a chance to pass
along ideas, suggestions, and complaints, reducing stress
and helping achieve more.
- The greatest stressor in the workplace is "lack
of control."
Employees are highly stressed when they feel like they have
no control over their participation or the outcome of their
work.
Solution: Savvy managers know the value of employee
suggestions, comments, and input on the business as they
participate. Very few managers know as much about the individual
jobs as those doing the work day after day.
Stress control is a leadership responsibility. Those who
ignore prevailing stress levels are negligent in their duties.
Grasping the concepts and reducing stress one step at a time
can have an amazing impact on the bottom line and on the lives
of those who do the heavy work.
Subscribe to "Stress Management - Timely Tips"
at http://www.couragebuilders.com
Dale Collie - Professional Speaker & former US
Army Ranger, CEO, and University Professor. Advising business
leaders on corporate stress control, improving productivity,
and increasing profits. Author of "Winning Under Fire:
Turn Stress into Success the US Army Way" (McGraw-Hill)
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