Four Types of Managerial Stress.

See which ones you have experienced or are experiencing. Its not all bad!

We cannot be managers if the role does not contain some form of stress; there can never be a position or set of circumstances which does not generate even the smallest amount of stress for a manager and if the job was stress-free would it actually be a job worth doing anyway?

There are many positives about having limited stress in your working life, mainly because stress and uncertainty brings out the creative spirit in us all and drives us to be innovative and determined to succeed. The Sales Manager chasing that last elusive sale uses stress to drive them on, the CEO realising that the market has turned against the organisation and the Production Manager chasing increased output all use stress to find a way out of their respective situations.

Not harnessing the power stress at work limits our career growth and development of acquired skills.

If you compare your managerial skill-set now to what it looked like at the start of your career how many skills that you have acquired have come about from being in stressful situations or from circumstances where the position looked very grim and some form of radical solution was required?

We should consider four different types of stress and use their features to shape how we work and how we should perhaps manage ourselves.

Time Stress.

This is the feeling that there is just not enough time to achieve everything. Work piles up, deadlines approach at lightning speed and things have just got to be done. Prioritise, plan ahead, set deadlines ad delegate sensibly. Some of your colleagues thrive on this, you may thrive on this. Others just shrug their shoulders.

Situational Stress.

The stress linked to the role that you have which is often made worse by the types of colleagues that you have and characters around you in a particular situation. We are frequently tempted to walk away or to just wish that we did not have to work with various people but we have no room for manoeuvre. Just grin, bear it and work through it!

Anticipatory Stress.

We all worry – not looking forward to the Meeting tomorrow, when is my Appraisal? I don’t want to have to deal with Mr X’s under-performance. And so it goes on. This is the fear that some unknown disaster is about to happen and that there will be pain, horror and angst as a result. Some professions try to put this into a box in their mind and only open it when the time is right, others just worry. We all have an active, even over-active imagination, which works to feed this stress and build it up into fearsome proportions.

Encounter Stress.

The fear of dealing with one or more people we find difficult, challenging or just not very nice. If possible we need to consign such individuals back into our normal social patterns and conventions and not give them any more worry-status than is absolutely necessary! Avoid the retreat behind your operational title or role, be pleasantly formal and if all else fails only ever write to them and avoid any contact with all possible effort.

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