We all have had major presentations in front of our peers that determine whether or not we will be fit for the next promotion, whether we contribute effectively to the team, where we feel the pressure to succeed.
Overloaded, overwhelmed, anxious, stressed, some of us make it through these pressure moments and others fail.
As a matter of fact, leaders and employees are constantly under pressure in corporate:
- their time is under custody,
- the customers require quality product in record time,
- the teams need expertise,
- teams compete against each other at all levels,
- teams bully one member of their team,
- teams, stakeholders and organizations have high expectations,
- the market is unstable or the company is downsizing,
- hierarchy formulates unreachable financial demands,
- there is a constant need for results and numbers,
- technology has us connected to our work 24/7,
- each individual applies pressure on themselves to succeed…
Wondering how to handle, minimize the effects of these pressure moments at work and moreover how to control your reactions to them?
Pressure is indeed independent from the work class and social status. Pressure affects creativity and productivity.
Pressure is much more visible when starting a new job. We feel obliged to fit in and show our contribution to the team and we tend to overdo ourselves.
We arrive early, we live late, we work harder than the rest, meet expectations, make mistakes which leads to anxiety and stress.
Therefore, the desire to perform better, the need for results are pressing which deepens the stress: we stop trusting our main competencies and like Boxer the horse in George Orwell’s, we just start to work harder.
However, in reality, by working harder, you have great work ethic but you are no longer considered as a team player, a thinker or strategist and therefore become expendable.
The impacts of pressure?
Everyone has a threshold for pressure. There are definitely two types of pressure: the one we impose on ourselves and the one people put on us.
Pressure can have a negative effect on people: aggressiveness, loss of appetite, insomnia, headache, back pain, and stress.
The term stress was first adopted by Hans Selye in 1936 and is defined as a feeling of inability to respond to high stake demands in critical situations.
Stress is a fundamental human reaction, rooted in our self-preservation instincts, that impacts our cognitive health, clouds our decision-making process and our judgement, compromises our perceptions and behavioral skills, and lowers our abilities.
It leaves people cold, uptight, defensive, with the feeling of quitting everything. However, stress is not all bad.
Stress provides adrenaline for those who are lacking motivation. In addition, poorly managed stress will eventually damage someone’s career, collaboration, trust and can results in absenteeism, and chronic health problems.
How to perform under pressure?
Hope that I’ve helped you get it together on your way to leadership!
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