by
Thomas H. Conley, Executive Director
Florence McDonnell Center
Sue comes in just before the opening hour of 9:00. Conflict with her boyfriend has her glued to the cell phone. The conversation becomes more heated and by the time customers are admitted into the lobby, she is virtually yelling into her phone, tears streaming down her face. She hangs up in time to wipe her eyes and begin to serve the customers, but all day Sue is in a foul mood, snapping at fellow workers, and sullenly giving customers second-rate service. Her manager is off sick on this day, and no one is in charge. A fellow worker tries to manage the situation, but resentment builds in Sue, and she tells him off in a whispered conversation overheard by customers in line to be served.
Roy has been passed over for a promotion which he truly believes he deserves. The better job and increased pay are given to a newer employee and Roy is resentful. He smiles at his boss and says everything is fine, but inside he is seething. He feels that if he speaks up he will be fired, and in this weakened economy, where will he find a job that will support him, his wife and three children? A month later he develops an arrhythmia in his heart and has to go on medication. He becomes moody, depressed and his life at home becomes increasingly unhappy and acrimonious.
These are two real-life examples of stress in the work place; only the names have been changed to protect the “guilty” (of creating office stress). There are as many reasons for stress in the office, team or company as there are individuals and their personal reactions to negative stimuli. I cannot possibly list all the reasons for stress in this brief article, but after 50 years of working in and around churches, synagogues and Rabbis, non-profits, community organizations of varied stripes, companies, CEO’s and managers, I have found that there are some common sources of stress in the work-a-day world that affect many work places. Following are some of the more salient reasons for stress in our business world. There are many more than these, but I have found in my consulting and counseling practice that these are rather common. The solutions are also simple and straightforward, but the leaders in the company or office have to be able to identify these causes and have the courage and ability to address them openly and effectively.
LEADERSHIP. I have found that an office is reflective of the leadership that sets the tone, model and approach for dealing with stressful situations. If the leader is unfocused, is off task with regards to the mission of the office and the larger company, then the workers will reflect that lack of focus. If, on the other hand, the leader is calm, reflective, and open to his/her workers and finds quick and effective solutions and enforces them with a firm but caring hand, interoffice transactions run more smoothly. If the leadership is ineffective, shows partiality, is slack with consistent evaluations of the workers, then discontent will build in the workforce.
Solution. We need to be sure that everyone in a leadership position be given some leadership training and that it be refreshed yearly. How the leader handles her/his own stress is absolutely vital to this task. There are a host of effective stress management and anger management techniques and training and good leaders must be aware of and conversant with them, and be able to employ them in their own leadership lives.
A crucial piece of leadership is the ability to delegate. This reduces stress on the leader if the one to whom work has been delegated has been adequately trained and prepared to assume the assigned duties.
TRAINING. Several years ago our elder son and his wife asked my wife and me to help them open a pet shop. Translation: be the money source! We did that for them, but insisted on one caveat: never hire someone just to be a clerk. Train that person to be knowledgeable about the pets, the business, and the store. My wife and I had become weary of having people in the stores we frequented who did not know enough about the products to intelligently answer our questions.
How many times have we been ready to make a purchase, or close a deal on the telephone and the person waiting on us had to have help just to give us basic service? A few more hours of training would have allowed that person to feel adequate in their position and to serve the customer with efficiency and skill. On many occasions a person at a company or in an office will give out phone numbers that are not in service or are in a department totally unrelated to the consumer’s needs.
I have recently been helping a friend to find work. She found work in one of our large banks. She found the training program was totally askew, the new trainees were left alone without a trainer for the last two weeks of orientation, and the packet of information with which she was supplied detailing the training curriculum was never followed. Mentoring did not follow the protocol specified, and she ended up confused, frustrated and ill equipped to do the job for which she had been hired. The right hand did not know what the left hand was doing.
Solution. One of the best ways to deal with this kind of stress is to listen to the trainees. Evaluate their experience and be sure that they know there will be no recriminations for honest and open responses to the evaluations. Have a business coach look at the training material and help the managers evaluate what is effective and what is not.
COMMUNICATION. I remember working with a person in office management in one of our fortune 500 companies in our city. She had several layers of management above her. Her stress level was incredible because those above her did not communicate directly, or they communicated massive changes in structure and told her at the last minute. The ones above her seemed not to realize that it takes time to change course and that their demands were sometimes unreasonable.
This person was conscientious and wanted to do a great job for her company. However, the stress level became so high that she became ill, and developed a number of stress symptoms: gastroenteritis, some heart issues, and weight gain. Through meditation, breathing exercises and other techniques, she recovered and was able to continue with her job.
Solution. In the leadership training the leaders must be given some principles of communication that reduce stress instead of creating it.
Time: Give the workers in the hierarchy time to make the changes that need to be made, the facts they need to make the changes, and the expected results with the timeline of implementation. While this is common sense, I find that so many of these factors are frequently left to chance, and stress results.
Essence: In communicating changes in plans or directions, what is the essence of the message? I have seen managers write elaborate and convoluted communiqués to the work force and the workers were more confused when they finished than before they received what was intended to clarify the issues.
Strategy: If changes have to be made – and they frequently do- be sure that someone has thought through each and every detail of how the strategy will be put into place. Half-baked plans create enormous stress. Cause and effect issues are sometimes missed by management and this will create confusion and consternation in the work force. Clear communication about why the strategy is needed will relieve much of the stress. Even if a worker may not agree with the changes, at least rational reasons have been put forward and a clear purpose has been shared.
I remember some years ago doing a stress management seminar for some nurses and doctors in a hospital near our city. The administration was making huge changes and the ones giving primary care were hearing rumors, getting incremental facts but no clear, direct or specific communication was being shared with the ones who were delivering the care to the patients.
As executive director of my business, I want someone looking over my shoulder and asking, “what if” questions. Every possible contingency should be considered, and especially the worst-case scenario. Better to have a solution and not need it than to need it and not have it. Sometimes we have to choose the “lesser of two evils” in our administrative work, but that needs to be acknowledged and dealt with in an open and clear way.
Tolerance. While we all know intellectually that there is no perfection in us or in anything we do, we sometimes react to situations that arise as if we do expect perfection. Creating tolerance in the workforce is vital. Again and again I remind my clients that there is no perfection anywhere, and those who try to pretend there is and achieve some measure of it, create untold stress for themselves, for their fellow workers, and for their companies. No system works perfectly. No person does a perfect job. No machine is so perfect it does not break or go off-line. No CEO or CFO can do his or her jobs with perfection. Get over it!! We should “cut some slack” to one another and to those with whom we work.
When I mention tolerance, I am not speaking about tolerating persons. No one wants just to be tolerated. Only acceptance meets that deeper human need for compassion and care. I am speaking about tolerance for the lack of perfection in all situations and circumstances. Accept persons. Tolerate systems and situations.
If you notice, the acronym created by the four elements above is TEST. Having someone around us who can test our communication skills as to their effectiveness and clarity is essential.
RESPECT. While this is a virtue we all like to receive, not all of us can give it in its full measure. A common problem I hear from workers in an office setting is a lack of respect shown them by their managers or bosses. A daily dose of disrespect exacerbates low self-esteem and places workers in a defensive mode. Solid, creative and productive work does not come from defensiveness. A worker constantly on guard against disrespect will not work to capacity.
Boundaries that are crossed repeatedly, whether by bosses or fellow workers, creates internal stress in the work place. A person who was not a mentor perched herself behind a new teller in a bank and kept repeating to the new teller instructions about how to do her job, all within hearing of the customers. The new teller felt embarrassed and devalued. All of the instructions given were things the inexperienced teller had already learned and was practicing. The respectful thing to have been done was for the experienced teller to remain in the background to entertain questions only if the newer teller needed help, and not until then.
Another boundary that is frequently crossed is sexual harassment. Yes, sometimes an individual can be hyper-sensitive and create unneeded stress. But at other times disrespect is clearly shown by those who infringe on the personal boundaries and private space of another worker.
A common problem that clients who are leaders frequently bring to me is a worker who “cops an attitude.” By that they mean persons in the work force who seem to have a chip on their shoulder and communicate a rather aggressive, even hostile attitude toward fellow workers and even customers. Many of these workers seemingly do not understand that these pouty people with easily offended chips on their shoulders show disrespect to others in the work place and to the public they may serve. Some leaders have told me that these attitudes are difficult to deal with because these workers sometimes are so easily “offended,” and feel they have some inalienable right to have these attitudes, that desensitizing these responses is difficult.
Solution. In the leadership training mentioned above, the responsibility for establishing the principles of decorum in the workplace is on the leader’s shoulders. This means that she/he will also have to model the kind of respect that is called for in an effective workplace environment. Disrespect of any and all kinds will not be allowed. Positive and firm enforcement of the policy, once carried out in several circumstances will make the message clear. No disrespect allowed. Period. This may mean having continued training on such attitudes, and consistent teaching about how such communication of these aggressive attitudes alienates other workers and consumers.
PERSONAL/EMOTIONAL PROBLEMS. When Sue, in the illustration above, brought her cell phone into the place of business and continued a raucous conversation with her boyfriend, the manager should have stopped it immediately. But the manager was not there. The worker had the responsibility to know the rules, but the manager should have left clear communication about who was in charge, and that she/he were to be regarded with the respect given to the manager.
It is always going to happen: we will bring personal and emotional problems into the workplace. It cannot be helped. What can be helped is that there be a policy and protocol for dealing with the issue. If not, the emotional “bad mood” or disquieting upset can become contagious and disruptive to productive work. A snappy, angry, brooding or unfocused worker will inevitably influence the others around those disruptions.
Solution. There may be those who disagree with me about this, but having a manager who can listen for a few minutes to the person in distress can make a lot of difference in the work place. No, the manager or leader does not have to have a degree in counseling or psychotherapy, but to be attentive and to listen does not take an advanced degree. The leader also needs to have a list of persons to whom the worker can go for counseling or therapy or someone who can be helpful for the crisis. Many companies have counselors on staff or employee assistance programs, while others just keep a list of therapists to whom the worker can talk. To refer the worker to an effective place for help is best for the worker, the colleagues in the office and the leader. All benefit from these referrals. For example, our Center is listed in a number of doctor’s offices, churches, and a host of other businesses and organizations, and I receive calls all the time: “Will you see this person in the workforce who is grieving, who is disturbed, who is going through a divorce, or dealing with domestic issues, or perhaps a child or teenager of a worker who is in trouble?”
We have known for a long time that balance (homeostasis) is crucial to human well-being. A balanced life is necessary for a healthy person both physically and emotionally. When clients come to me and life is out of balance, I recommend exercise regularly combined with regular meditation, breathing, and other techniques that inhibit stress and will help the person deal with stressful situations more effectively.
If we cannot change a situation, and we cannot control it, we can at least choose our response to it. Our society has taught us that when stressful situations take place we have to react with frustration, anger, panic, or with other nonproductive reactions. Through a process I have developed, I now teach that we do have the power to respond instead of reacting, and this insight and behavior reduces stress within us and within the work force around us. (This insight came originally from Viktor Frankl, a survivor from the German concentration camps in the 1940’s, who, in his book, Man’s Search for Meaning, has told us that the last freedom of the human spirit is the freedom to choose our response no matter what happens to us. He further says that we owe it to ourselves not to become the plaything of circumstance). While this is my paraphrase, it is accurate. Others have found this wisdom as well. It frequently takes the form: no one has the power to make us feel anything unless we give him or her the power to do so! Exercising this power in the work place has dramatic results. Simply knowing and believing that we have that power is an incredible insight that begins to release empowerment in the whole of our lives and reduces stress immeasurably.
These are not all of the stressors in the work place, but they are common, and our learning to cope with these will be an excellent start in dealing with all types of stressful situations that tend to arise repetitively.
The Florence McDonnell Center encourages leaders, CEO’s, presidents of companies and managers, clergy and others in leadership positions to refer persons to us, and to come themselves if dealing with stress in a nonproductive and harmful way. We can do workshops on interoffice relationships, attitudes and other difficult issues that have arisen. We can do these at the Center or at the client’s office.
We have skilled therapists in addiction counseling, career development and transition issues, art therapy, childrens’ issues and play therapy, eating disorders, psychiatric assistance for medication, marriage and family counseling, and therapists who know and understand spiritual issues without promoting an agenda of systemic, institutional religious or denominational issues. Having said that, we also do clergy counseling and therapy, and have persons on staff who understand the internal operations of churches, nonprofits, and religious institutions and systems. This is a veritable buffet of help for the stressors of the human spirit. Call us if help is needed. We are ready!
FMC Care & Counseling (The Florence McDonnell Center)
2215 Cheshire Bridge Road
Atlanta Ga. 30324
Phone. 404.816.7171