How to Manage Stress at Work

Since the Global economy plummeted into the depths of recession, we have heard much mention of job-related stress. Managers are often commenting on management training courses that their staff are now more stressed. Despite having received widespread publicity, few people are aware of the damage which this 'ailment' can cause, and of the relatively simple measures which can be taken to prevent its development. While most company employees suffer from stress, salespeople are thought to be particularly prone. The tension caused by face to face negotiation and giving presentations, the threat of rejection and the fact that remuneration is often directly related to the number of sales made causes increased pressure and a difficult working environment. Once these factors snowball, the sales-person begins his descent down the slippery slope known as stress. Stress is a form of distress caused by pressure on mental and physical resources. It takes two different forms: negative (a pressurised feeling which causes the bloodstream to flood with steroids) and positive (e.g. the 'buzz' we get from a challenge we enjoy, causing the body to release adrenaline). It is difficult to avoid stress - we are constantly under siege - but it can be controlled and channeled. While a certain amount of positive stress is required by people, negative stress should be avoided at all costs. The illness does not discriminate between young and old or male and female. Young people, particularly those who are new to the scene, also suffer from the effects of negative stress - it can be the cause of an untimely end to a career. Stress can be caused by different aspects and can be broken down into the three following categories: general (conce s the nature of the job and is non-controllable); exte al (to do with the company, product being sold or the management); internal (personal attitudes and beliefs); lack of investment in the workforce, such as management training. If you are a manager, you are in the perfect position to observe the team. If you notice signs of stress in any of your staff it is up to you to help them to overcome the problem. The key to handling stress is to try and convert negative stress into positive stress (using positive thinking), and to use this newly formed positive stress to motivate. Keep a close watch on your staff for any or all of the following symptoms: irritability, moodiness, overwork, restlessness, inability to relax, difficulty concentrating, increased alcohol or nicotine consumption, rapid speech, jerky movements, constant tiredness or psychosomatic illness. As a manager you should take the following actions to avoid stress in your team: Encourage your staff to develop the right mental attitude. After all, problems are part of life. Urge them to define ambitions and goals. Do they want money? Recognition? Respect? Comfort? Once they have set realistic goals, help them to achieve them. Stimulate positive thinking among your staff. If they do not succeed, put it down to experience. Show them the positive side of failure. To get the right results, you must conduct the right actions. Develop a sense of professionalism. Are your people well presented? Do they pay attention to detail? Are all documents presentable? Managing stress in the workplace is also covered on many management training courses which can help to develop your skills further in this area.