| ‘There cannot be a stressful crisis next week. | | | | complicated situation become a stressful one. |
| My schedule is already full.' - Henry Kissinger | | | | Second, maintain healthy relationships. Research |
| Stress is part of everyday life, and is perfectly | | | | shows that resilience in the workplace is derived |
| normal. This does not mean however that it is | | | | mostly from strong, encouraging relationships outside |
| healthy or inevitable! A recent survey indicated that | | | | of work. |
| more than three-quarters of working men and | | | | Third, get centred. When hard-working executives do |
| women say they'd gladly trade some of their income | | | | not take time for introspection, their performance, |
| for more time flexibility to have a personal life. For | | | | and ultimately, that of the company is undercut. Dr. |
| today's executive the pressures of the modern world | | | | Harold Bloomfield observed in his book The Power of |
| can be overwhelming! | | | | 5: 'It's no accident that the word deadline contains |
| Recent evidence however suggests that stress can | | | | the word dead; the human body is not well-suited to |
| be counterproductive. In a London Business School | | | | time-struggle.' |
| study more than 100 executives in over 20 countries, | | | | Fourth, keep perspective. Many high-level career |
| were surveyed to determine the key characteristics | | | | failures are due to the inability of stressed leaders to |
| and attributes that potential executives need. | | | | look at things in perspective and make informed |
| 'Managers who are less prone to stress and more | | | | decisions. Work-life balance is clearly important and |
| focused on personal development make better | | | | one's career need to be part of the 'bigger picture' |
| leaders.' | | | | that includes time for playing, relaxing, creating and, |
| Above all else, the research indicates that candidates | | | | of course, plenty of laughter. |
| need to be 'more thoughtful, more aware, more | | | | Insufficient exercise, drinking too much or becoming a |
| flexible, more adaptive managers'. It's more important | | | | control freak can lead to a slippery slope that makes |
| for leaders to be more people-focused than | | | | the pressure worse and the workload seem |
| content-focused. | | | | unachievable. Mental agility declines, while the view |
| There are however four basic strategies, gathered | | | | that the outside world doesn't want to help, or isn't |
| from executive coaches who regularly work with | | | | up to the job, increases. The reaction is actually |
| high-pressured executives, that are worthwhile taking | | | | creating the problem. It can be either a vicious or |
| note of: | | | | virtuous circle! |
| First, exercise. A brisk walk at lunchtime will do the | | | | When executives follow basic stress management |
| trick (or any other exercise for at least 30 minutes | | | | rules they are able to increase their control enough |
| per day). Significant benefits include cardiovascular | | | | to keep up with the competition as well as living |
| health, mental agility, increased HDL (good | | | | joyful and balanced lives. |
| cholesterol), and a lower tendency to let a | | | | |