Managing Stress For Efficiency

Stop trying to solve burnout with meditation apps. #Burnout at work is on the rise, and next year isn't likely to bring relief -- in fact the opposite. Under pressure to "do more with less," fears about #genAI and #RTO commands, it's not a surprise. Sharon Parker and Caroline Knight in MIT Sloan Management Review have put together a great framework for addressing a pressing issue that doesn't get glib about apps or just say "lighten their load." They also root it in a case for change: "58% percent of 18-to-34-year-olds said that their daily level of stress is overwhelming. Disengaged, stressed-out employees do not perform at their best." The SMART framework: 🔸 Stimulating work: Am I solving real problems that matter? Is there variety? 🔸 Mastery: Am I learning new skills, getting feedback and is it clear how my work contributes to broader goals? 🔸 Autonomy: Are the lines clear for what decisions I can make, and do I have flexibility to do work where and when I'm at my best? 🔸 Relational work: Am I engaged with a team, connected and feel a sense of belonging and support? 🔸 Tolerable demands: Is the work realistically scoped, so that I'm not in continual overload? Are there peaks and valleys? Their framework sounds easy, but anyone who's managed large teams knows how hard it is and how much design goes into making it happen. What I found historically with teams that helped were: ☀️ Frequent check-ins on how someone's feeling about the work, not just the status of the work: are you learning? Is it reasonable? Are you having fun? ☀️ Rotations of dreck and joy: routine work and doing the same type of project over again isn't fun; ensuring people get rotations in and out of "drudge" work. ☀️ Balancing autonomy and collaboration: Getting clear up front about shared goals, roles and levels of decision authority across the team. No swarm ball. ☀️ Taking breaks. Make sure people can step away from work, build and support boundaries and rest periods. Peak performance isn't "hustle culture." What works for you to relieve burnout? #Leadership #Management #Engagement #Productivity #culture

5 Habit For Calmer Day At Work. Stress at work is not always about workload. Often it is about how we work with people. Five small daily habits that quietly reduce stress and improve cooperation. 1. Don’t get into an email match. Pick up the phone. Most conflicts are tone problems, not intent problems. A two-minute call saves two days of stress. 2. Smile more and talk to people. Really talk, not text. Human beings cooperate better with humans, not text messages. 3. Assume positive intent. At least for the first conversation. Nine out of ten people are not out to get you. They are just under pressure. 4. Close the loop. Say “I will do this by when.” Unclear ownership creates anxiety. Clarity creates calm. 5. End the day by writing tomorrow’s top three priorities. Stress often comes from waking up confused. Decide today. Sleep better. None of these need a wellness app. Just a little discipline. And a little kindness. What would you add to this list? Brick by brick 🧱

A new leader joins your company, bringing with them an air of calmness. Within weeks, the energy shifts. Collaboration improves, mental well-being is prioritized, and stress levels drop. How did they do it? ↪ Through intentional #CalmLeadership that fosters a culture of peace and productivity. Calm leadership isn’t just about maintaining composure—it’s about creating a tranquil workspace where employees feel  ↳ safe,  ↳ supported, and  ↳ focused. It helps employees feel more grounded, reduces stress, and allows for more thoughtful decision-making. In contrast, a lack of calmness can lead to heightened anxiety, poor performance, and an unhealthy work culture. Here are Seven Tips for Fostering Calm in #Leadership. 1) 𝗟𝗲𝗮𝗱 𝗯𝘆 𝗘𝘅𝗮𝗺𝗽𝗹𝗲: ➡️ Model calm behaviour in high-pressure situations, showing that stress doesn’t have to dictate the outcome. 2) 𝗣𝗿𝗮𝗰𝘁𝗶𝗰𝗲 𝗔𝗰𝘁𝗶𝘃𝗲 𝗟𝗶𝘀𝘁𝗲𝗻𝗶𝗻𝗴: ➡️ Truly hearing your team fosters trust and shows that calm communication is a priority. 3) 𝗦𝗲𝘁 𝗖𝗹𝗲𝗮𝗿 𝗘𝘅𝗽𝗲𝗰𝘁𝗮𝘁𝗶𝗼𝗻𝘀: ➡️ Uncertainty breeds anxiety—be transparent and clear about what’s expected of your team. 4) 𝗖𝗿𝗲𝗮���𝗲 𝗦𝗽𝗮𝗰𝗲 𝗳𝗼𝗿 𝗕𝗿𝗲𝗮𝗸𝘀: ➡️ Encourage regular breaks to help employees reset and avoid overwhelm. 5) 𝗥𝗲𝘀𝗽𝗼𝗻𝗱, 𝗗𝗼𝗻’𝘁 𝗥𝗲𝗮𝗰𝘁: ➡️ When faced with challenges, take a moment to assess before responding. Calm leaders prioritize thoughtful responses over knee-jerk reactions. 6) 𝗘𝗻𝗰𝗼𝘂𝗿𝗮𝗴𝗲 𝗢𝗽𝗲𝗻 𝗗𝗶𝗮𝗹𝗼𝗴𝘂𝗲: ➡️ Allow employees to voice their concerns in a safe, calm environment. This openness leads to more effective problem-solving. 7) 𝗜𝗻𝘃𝗲𝘀𝘁 𝗶𝗻 𝗠𝗲𝗻𝘁𝗮𝗹 𝗪𝗲𝗹𝗹-𝗯𝗲𝗶𝗻𝗴: ➡️ Provide resources like mindfulness sessions, therapy support, or wellness initiatives to cultivate a calm and balanced workplace. How do you believe calm leadership could transform your professional growth? As we head into the weekend, remember, that life is all about balance—finding calm amidst the chaos, embracing those moments of joy, and letting go of the week’s stress. So take a breath, unwind, and let calmness lead the way to a peaceful weekend. You've earned it! Happy Weekend friends. --------------- I am Jayant, a big supporter of raising awareness about #MentalHealth. This week (Mon/Wed/Fri) on #JayThoughts (follow it), ▶ we focus on " 𝗖𝗮𝗹𝗺 𝗮𝘀 𝗮 𝗖𝗮𝘁𝗮𝗹𝘆𝘀𝘁" Follow me and then press the bell🔔to receive new post notifications. #EmotionalIntelligence #PersonnalDevelopment P.S. - Be an 𝗔𝗗𝗩𝗢𝗖𝗔𝗧𝗘 for mental health and make a meaningful difference in someone's life! - Join us as 𝗩𝗢𝗟𝗨𝗡𝗧𝗘𝗘𝗥 here - https://lnkd.in/dy7bE2Cw

This is no longer a “nice to have” in Spain - it’s the LAW New legal expectations under occupational risk prevention mean: * Companies MUST assess and manage workplace stress as a psychosocial risk * The right to digital disconnection MUST be guaranteed and enforced And here’s the part many are underestimating: Non-compliance = legal, financial, and reputational risk We’re talking about: * Labour inspections * Fines and sanctions * Liability in burnout-related cases * Employer brand damage * Employees' claims This is not about adding another policy to your handbook. This is about proving you are actively managing risk. What should companies do NOW? * Conduct a psychosocial risk assessment: If stress isn’t measured, it doesn’t exist legally * Define clear disconnection rules: No ambiguity: when are employees expected to be online - and when not * Train managers (urgently): Most legal exposure comes from poor management practices, not intent * Review workloads and expectations: “High performance” cannot mean constant availability * Document everything: If an inspection happens, you need evidence - not intentions The reality now: 𝐈𝐠𝐧𝐨𝐫𝐢𝐧𝐠 𝐬𝐭𝐫𝐞𝐬𝐬 𝐚𝐭 𝐰𝐨𝐫𝐤 𝐢𝐬 𝐧𝐨 𝐥𝐨𝐧𝐠𝐞𝐫 𝐚 𝐜𝐮𝐥𝐭𝐮𝐫𝐚𝐥 𝐢𝐬𝐬𝐮𝐞. It’s a compliance failure. #hiring #talentacquisition #startups #scaleups #olgafedoseeva

61% of employees globally are experiencing high stress levels at work. But it’s not your team that’s broken. It’s the (lack of) systems they work within. Yet we are still treating stress like a personal resilience issue, offering mindfulness apps, wellness perks, or a one-off workshop to “fix” the problem. FYI: People aren’t stressed because they forgot to meditate ↓ They’re stressed because the way work is designed is setting them up to fail. ❌ Conflicting priorities. ❌ Information stuck in silos. ❌ No clear decision-making processes. ❌ Constant firefighting instead of momentum. That’s not a people problem. That’s a systems problem. So, instead of asking: "Why is my team struggling?" Ask: "What’s making it hard for them to succeed?" When we intentionally design our company Operating System, we remove unnecessary friction so people can do their best work, and in turn reduce stress. Here are the 10 core principles that make or break a strong company Operating System: → Alignment – Your mission, values, and strategy should be embedded into daily work, not just written on a slide deck. → Appreciation – Recognition is a core system for reinforcing great work and keeping motivation high. Regularly recognise individual and team contributions through meaningful praise, gratitude, and rewards. → Belonging – A deep sense of acceptance and providing equal access to opportunities is critical for people to feel safe and supported. Everyone should feel like they are part of the team. → Communication – Who needs to know what, when, and how? Build structured, reliable communication loops. Document it, don’t leave it to chance. → Empowerment – If decisions always have to go up the chain, your system won't scale. Give teams autonomy and the right tools to make the calls they're closest to. → Flexibility – Structure should support adaptability, not force people into rigid ways of working that don’t fit their reality. Accommodate individual needs and optimise productivity. → Growth Mindset – Your operating system should encourage and enable experimentation. If there's no learning, there will be people leaving. → Play – No, this isn’t about ping pong tables. Incorporate opportunities for fun & creative activities to build social connections and trust. Playful environments boost creativity and relieve stress. → Psychological Safety – If people don’t feel safe to challenge, question, or offer ideas, all of the above won't work. Embed behaviours and rituals that encourage people to speak up with ideas, questions, concerns, or mistakes. A psychologically safe environment drives openness and performance. → Wellbeing – True wellbeing isn’t a perk, it’s a byproduct of a well-run system where people have clarity, agency, and trust. Let’s stop treating stress like a personal issue. It’s a systemic one, and it's time to fix the system. Who's with me? #CompanyOperatingSystem #EmployeeExperience #SystemsDesign

Safe Work Australia have released their new 'Psychological health and safety in the workplace' data report - the key findings should be a wake-up call for all organisations in Australia. 🚨 According to the report a staggering 45.8% of mental health condition claims in 2021-22 were due to anxiety and stress disorders. But that's just the tip of the iceberg. With mental health conditions costing significantly more in compensation and lost time than other injuries, it's clear we have a growing issue that demands immediate action. 🤔 Here's what every organization needs to know: ⬇️⬇️⬇️ The Cost of Inaction is High: Mental health conditions led to a median compensation of $58,615 and 34.2 lost working weeks, far surpassing the costs for other injuries and diseases. Root Causes Identified: The leading causes of mental health claims include work-related harassment, bullying, and excessive work pressure. Industries at the Forefront: Health care, social assistance, and public administration industries have borne the brunt, with the highest numbers of claims. Women Are Disproportionately Affected: Representing 57.8% of all serious claims, women are particularly vulnerable to work-related psychological health issues. Priority Areas for Organizations: ⬇️⬇️⬇️ Enhance Support Systems: Develop robust psychosocial risk assessments, mental health support and intervention strategies. Cultivate a Positive Workplace Culture: Address and mitigate work-related harassment and bullying. Implement Preventive Measures: Focus on reducing work pressure through better workload management. Promote Awareness and Reduce Stigma: Encourage open discussions about mental health to normalize seeking help. These findings underscore the urgent need for a strategic approach to mental health and wellbeing in the workplace. It's not just about reducing costs - it's about creating a healthier, more productive working environment for everyone. Let's share in the comments:👇🏽 How is your organization addressing these challenges? Are there innovative strategies you’ve found effective in supporting mental health at work? #mentalhealth #workplacewellbeing #organizationalhealth #leadership #psychosocialhazards Let’s discuss how we can turn these insights into action for the betterment of our workplaces. What’s your take on this priority? Full report: https://lnkd.in/gMEtUfZT

Most “stress management” initiatives in the workplace completely miss the point. April is recognized as National Stress Awareness Month and during this time, we see companies sharing meditation apps, yoga classes, and breathing techniques. And yes, those help. But if your employees are constantly in fight-or-flight mode because of how they’re treated at work… no wellness app in the world is going to fix that. Here’s what the stress management conversation needs to include: - Leading teams efficiently and building trust - Setting consistent, realistic expectations - Communicating with clarity and respect - Providing feedback that’s direct and kind - Modeling healthy work-life boundaries at the top I’ve worked with organizations that didn’t realize the stress they were “managing” was actually being created inside their culture. Don’t just talk about stress. Audit the culture that's creating it. I have helped organizations create positive workplace cultures for 16 years. If you’re ready to take the conversation beyond wellness apps, I can help you start with the hard stuff - the stuff that actually works. #CivilityAtWork #LIPostingDayApril #Stress

Good intentions cannot build a healthy work environment. We tell leaders to be inclusive, but rarely show them how. Inclusion is a daily practice, not a feeling. Meetings where the loudest voice dominates are systems designed to exclude. My dissertation on Workplace Neurodiverse Equity used Bandura's Social Cognitive Theory to show how environments shape our capacity to thrive. Neurodiversity is the natural variation in human functioning. Everyone is part of it. Some of us just need a bit more intentional help. So, here are 10 practices to lower stress and increase support for your team: 1/ Agendas Reality: Spontaneous demands spike cortisol. Practice: Send agendas and necessary decisions 24 hours in advance. Yield: Ensures deep processing time. 2/ Brainstorming Reality: Verbal brainstorming blocks ideas. Practice: First 10 minutes are silent. Write ideas before speaking. Yield: Eliminates bias of loudest voice. 3/ Cameras Reality: Forced visual attendance drains energy. Practice: State engagement is measured by contributions, not faces. Yield: Reduces sensory overload and prevents fatigue. 4/ Cold Calls Reality: Cold calls trigger fight or flight. Practice: Give notice before asking for input. Yield: Reduces performance anxiety and restores executive function. 5/ Captions Reality: Auditory processing varies wildly. Practice: Enable live transcription on every call by default. Yield: Ensures information is captured despite barriers. 6/ Movement Reality: Movement regulates; it is not a distraction. Practice: Normalize pacing, knitting, or sketching. Yield: Increases focus and emotional regulation. 7/ Processing Time Reality: Forced participation creates anxiety. Practice: Normalize saying you need time to process. Yield: Cultivates psychological safety. 8/ Expectations Reality: Unspoken rules are invisible barriers. Practice: If an expectation matters, write it down. Yield: Eliminates ambiguity and social guessing. 9/ Visuals Reality: Auditory information is fleeting. Practice: Never just speak a point. Share screen or provide written anchor. Yield: Reinforces working memory. 10/ Transitions Reality: Back to back tasks drain executive function. Practice: End meetings at 25 or 50 minute mark. Enforce strict hard stop. Yield: Respects biological limits and allows recovery. Stop relying on good intentions. Start cultivating an environment where every mind can thrive. Just remember, we are all a bit different, stay curious, and adapt to each person. What is one neuro-inclusive practice you plan to plant in your next meeting?

Two recent tragic events highlight a crucial issue in the sales profession: the extreme pressure to achieve targets can have severe consequences on the well-being of salespeople. As a Sales Head or Business Head, it is essential to create an environment where targets drive motivation, not distress. Here are some strategies to help salespeople manage pressure and perform better: 1. Set Realistic and Achievable Targets: • Data-Driven Goals: Use historical data and market analysis to set realistic sales targets. This ensures that goals are challenging but attainable. • Input-Based Targets: Focus on activities that drive results (calls made, meetings set) rather than just output (sales numbers). This allows salespeople to focus on what they can control. 2. Promote a Culture of Support and Transparency: • Regular One-on-One Check-ins: Encourage managers to hold regular check-ins with their team members to understand their struggles and offer support. • Open Communication: Foster a culture where salespeople feel comfortable discussing the pressure they face. This can help address issues before they escalate. 3. Offer Training and Skill Development: • Stress Management Training: Conduct workshops on managing stress, time management, and productivity. • Sales Skill Training: Improving their skills can make it easier for them to close deals, reducing the stress that comes from feeling unprepared. 4. Incentivize the Process, Not Just the Outcome: • Recognize Effort: Acknowledge and reward the efforts that salespeople put in, even if they fall short of targets. Celebrating progress boosts morale. • Non-Monetary Rewards: Recognize achievements with time off, public recognition, or career growth opportunities. 5. Ensure a Work-Life Balance: • Encourage Breaks: Ensure that salespeople take time off to recharge, especially after high-pressure periods. • Limit After-Hours Work: Discourage work outside of office hours unless absolutely necessary, allowing them to maintain personal time and reduce burnout. 6. Provide Mental Health Support: • Access to Counseling: Offer access to mental health support, such as counseling services or stress management resources. • Create a Safe Space: Make it clear that seeking help is a sign of strength, not weakness, and ensure that employees know how to access support. 7. Review and Adjust KPIs Regularly: • Dynamic Targets: Be open to adjusting targets when market conditions change significantly. This demonstrates empathy and a commitment to supporting your team through challenges. • Solicit Feedback: Regularly gather feedback from the sales team on the feasibility of targets and use this input to make adjustments. By focusing on these strategies, you can help create a healthier and more productive sales environment. The aim should be to transform pressure into a motivating challenge rather than a source of anxiety, ultimately leading to better performance and well-being for your team.

Helping your team cope with stress looks like kindness. Fixing the workload is the real leadership. High performers are used to having a lot on their plates. But there are times when it really is too much. Sometimes the workload can be more than what people can handle, or the team's been working intensely for months and is running out of energy. A lot of companies respond by offering wellness apps, spa vouchers, or stress management workshops. That treats the symptoms, not the root cause. The best way to prevent burnout isn't teaching people how to cope with more stress. You need to redesign the work to create less stress. Here are 10 ways you can do that: 1️⃣ Cap work in progress ↳ Stop running everything at once. If something new starts, something else pauses or stops. 2️⃣ Plan from capacity ↳ Plan work based on the time and people you have available. Leave room for any curveballs. 3️⃣ Reduce meeting load ↳ Cut back on recurring meetings where possible. Protect blocks of uninterrupted time for deep work. 4️⃣ Name the real priorities ↳ Define the top 1–3 outcomes for the week. Be explicit about what’s getting done. 5️⃣ Remove bottlenecks ↳ Make ownership and decision authority explicit. Reduce waiting caused by handoffs and approvals. 6️⃣ Set response-time norms ↳ Be clear about what needs a fast response and what doesn’t. Make it explicit to the whole team. 7️⃣ Design around energy ↳ Pay attention to pacing across the day and week. Sustained output beats constant intensity. 8️⃣ Eliminate unnecessary repeat work ↳ Use templates and automation for repetitive tasks to free up energy for high-level decisions. 9️⃣ Build recovery into the plan ↳ Schedule coverage so time off is actually possible. Ease the load after major pushes. 🔟 Reduce decision overload ↳ Cut down the number of decisions you have to make each day. Use clear defaults so the team takes ownership. Wellness perks might help in the short-term, but they won't fix how the work is structured. Talk to your team, ask what challenges they're facing, and work through the solutions to relieve their stress. Which one of these would make the biggest difference for your team right now? For more posts on leading in ways that support sustainable performance, follow Clif Mathews. ---- 📨 Every week, 16,000+ execs learn how to define their own success via socials and in my newsletter, Second Summit Brief. Sign up here so you don't miss out: bit.ly/SecondSummitBrief 🔁 Repost to help another leader shift from managing stress to removing it.