Emotional Resilience
Deepens people’s self-awareness of how they personally respond to stress, so they recognise their early signals and apply self-regulation and adaptive strategies when feeling overwhelmed.
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Given the current data about rising stress levels, it becomes increasingly important for everyone to upskill themselves in managing their own stress and learn to become more resilient.
But that is only one side of the coin. Simply put, if we used the metaphor of a fish in a bowl, the fish can be equipped with as many skills and resources as possible; if it is in dirty water, it will not survive long (and will switch to another bowl!). Organisations and their leaders must also identify sources of stress in the workplace so they can devise strategies to minimise these stressors.
In another article, “Understanding our Stress Responses“, we explored that our brain has one dominant function: to keep us SAFE. What in the work environment could lead to feeling unsafe and unsecured physically, emotionally, and mentally?
The answer is not one-size-fits-all, as what is seen or felt as unsafe and not secure will differ from one person to another. Although automatic processing is the same for everyone, the response will differ depending on the person’s context, personality, and past experiences. For example, a Gen Z newcomer might feel threatened by too much stability! They might prefer short-term assignments to keep their flexibility and possibilities open.
But still, there is evidence from research about sources of workplace stress. Here are some critical questions to look into:
It is essential to ensure that the job content and context satisfy employees’ basic psychological needs, namely, competence, relatedness, and autonomy [3].
The Job Demands–Resources theory [1] emphasises that work situations are experienced as stressful when they are perceived as involving significant work demands which are not well matched to the knowledge and skills (competencies) of workers or their needs, especially when those workers have little control over work and receive little support at work [2].
Leka, Griffith, and Cox’s (2003) research on workplace stress also pointed to other sources related to clarity and transparency around organisation and roles. Many organisations are constantly in transformation nowadays. This generates uncertainty, confusion, and instability that requires clear and transparent communications (even about what you do not know yet).
The “Home-Work Interface” is finally a critical aspect of workplace stress discussed by Leka, Griffith, and Cox (2003). This point addresses how the interaction between an individual’s work life and home life can create stress.
In the era of remote work and digital connectivity, the boundaries between work and home can become blurred. This constant connectivity can prevent employees from fully disengaging from work, leading to chronic stress. Also, when work demands interfere with home responsibilities, or vice versa, it can lead to significant stress. Employees may find fulfilling obligations in both domains challenging, leading to a sense of failure or frustration.
Even though, as said at the beginning, stress is personal and will differ for everyone, we’ve summarized all the areas that organisations and leaders can influence to minimise sources of stress at the workplace.
written by Caroline Thomas, Partner Zest for Work
Deepens people’s self-awareness of how they personally respond to stress, so they recognise their early signals and apply self-regulation and adaptive strategies when feeling overwhelmed.
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A practical science-based programme designed to equip leaders to identify, minimise, and respond to stress in themselves and their teams.
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Helps people to skillfully manage their energy to live happy, healthy, and purposeful lives at work and at home.
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