How to Manage More Effectively Through Stressful Times

While the jobless have dominated the headlines since the economic recession and financial crisis hit, those who have been fortunate enough to remain employed have faced an unfavorable business climate. Tasked with doing more with less, organizations are demanding more out of their employees, leading to increased stressed levels and a chaotic, if not edgy, work environment.

The prospect of future layoffs and dismissals can't be of much help either. "In times like these, managers get focused on playing not to lose," said Mark Sanborn, president of Sanborn and Associates Inc., a business and leadership development consultancy. "They focus on the potential problems, the downsides, the threats, and they inadvertently direct people's attention toward negativity."

According to a recent survey by Workplace Options, an organization dedicated to researching work-life balance, 62 percent of U.S. workers say their employer is trying to do more with less as a result of the bleak economy. This means companies are stretching resources, postponing hiring and squeezing as much work as possible out of each and every employees - often disregarding their thoughts or feelings on the matter, and neglecting whatever effects it may be having on their personal lives. More than half of the respondents who took the survey (55 percent) report having taken on additional job responsibilities as a result of the recession, 70 percent of which have done so without receiving an increase in pay.

It is against this backdrop that talent leaders should develop an awareness of how to better manage a stressed-out and overworked workforce. Resources and workers are scarce, and pressure is high. But maintaining a negative and edgy workplaces isn't healthy for business, and it could potentially hinder productivity and growth in the long run.
Managing with a new sense of dignity toward overworked and stressed employees is an essential and low-cost tool to keep on hand.

Managers ought to put in time for personal reflection as a means to weather torrid times and keep teams on course, said Audrey Wong Chung, founder and owner of Beliza Design, an international design and fashion company based in Ann Arbor, Mich.

"It's taking a step back," Chung said. After founding the company at the beginning of the decade, Chung was forced to grow her business through the brunt of the boom and bust cycle. But through a calm and collected management style, she was able encourage her workforce and grow her business. Beliza now has roughly 200 employees across the globe.

"It's about staying calm, emotionally astute and intelligent in navigating the fear," Chung said. Asserting some personal acknowledgment and compassion toward workers when they feel overworked or are on edge is a way to mitigate a stressed workplace, and pave the way for potential growth. "Leaders that actually take time to get centered, they actually do come back and see things differently."

Donna Hicks, a psychologist, business consultant and associate at the Weatherhead Center for International Conflict at Harvard University, said managing with a heightened sense of dignity, though challenging, is imperative for today's talent managers. In her book Dignity: The Essential Role It Plays in Resolving Conflict, Hicks outlines 10 elements of dignity that managers should practice as a means to maintain a healthy workforce amid conflict and a morbid business climate.

1. Honoring identity.

Accept employees' identities that are different from yours.

2. Recognition.

Value employees, give them credit for their hard work and be generous with praise.

3. Acknowledgment.

Validate and respond to employees' concerns and what they've been through as a result of new stresses or an increased workload.

4. Inclusion.

Make all members of a workforce feel as if they belong when drawing up meetings. "Always err on the side of inclusion," Hicks said.

5. Safety.

Employees may feel afraid to speak up when they feel overworked or that their dignity is being violated. Create an environment where employees are not fearful of losing their jobs if they address a concern.

6. Fairness.

Be fair in addressing stressful issues that may arise.

7. Independence.

Empower employees to act on their own, so they can feel in control of the work they do.

8. Understanding.

Believe what others think matters and seek a deeper understanding of your employees' perspective on things happening at work.

9. Benefit of the doubt.

Treat employees as though they have a good reason to do what they do in the workplace, and that they are acting with integrity.

10. Accountability.

Apologize when you, as a manager, have wronged others and commit to changing hurtful behavior.

"Sometimes managers are fearful that if they acknowledge a difficult situation in the workplace, than all hell is going to break loose," Hicks said. This isn't the case, but sometimes managing with a heightened sense of dignity when times are tight and emotions are high is the place for talent managers to start. It's not the end-all, be-all solution, but it's a way to encourage a workforce and maintain positive morale inside an organization.

"Managers need to realize that they are contagious," Sanborn said. "Their demeanor, whether it's positive or negative, it affects the attitude or demeanor of others."

About the Author: Frank Kalman is an associate editor at Talent Management magazine