How To Identify When Leaders Are Stressed Out

Workplace stress looks different than it did two years ago when much of it was prompted by layoffs and negative business news. Today’s leaders might say, “The good news is we won new business, and the bad news is we won new business.” Meaning, a predominantly jobless economic recovery has produced a reduced workforce, which when combined with returning sales translates to significantly more work being done by fewer people. This creates a more stressful workplace.

Some stress can be positive, creating a more lively and engaging workplace. However, when there is too much stress, employees may disengage and become inefficient.

Distress often starts with leaders, as employees pick up on a manager’s emotional state, no matter how well hidden. In fact, a boss’ attitude and stress level are contagious. Learning leaders should recognize the dangers of stressed-out leaders and offer development opportunities to ensure stress doesn’t get out of hand and infect team or organizational dynamics. To determine stress levels:

1. Have leaders self-assess. Leaders should conduct periodic self-checks to gauge their stress levels. Are they anxious? How many deadlines do they have? What are their daily and weekly priorities? Putting work aside for a few hours every week to organize, prioritize and focus on strategic goals can help leaders work on what really matters. Leaders should first learn to lead themselves, then work to master leading others, even in stress management.

2. Get a handle on stress. Like attitudes in general, stress is contagious. Sometimes the best thing leaders can do is stay away from team members until they can clear their thoughts and get a handle on their own stressors. Find tasks that do not involve interacting with others until stress is manageable.

3. Offer transparent communication. Managers must take the uncertainty out of employee communication. Communication skills are central to a manager’s influence. The more critical or potentially stressful the situation the more managers should regularly connect with their employees. Uncertain employees assume the worst. Employees want clear expectations for their roles, the company’s direction and how the two fit together. While managers may not be able to share everything, the more open they can be with staff, the more trusting and engaged the workforce, which can reduce stress.