As the rate of change and complexity grows, mental health at work is in decline. We need to build stress resilience into our working practices
This is the introductory article to our series on stress resilience and mental health
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Accelerating the causes of stress
In the West, workplace stress now accounts for over half of all lost time.
Amounting to 12.8 million days annually in the UK alone. And this is just the tip of the iceberg.
Before people’s mental health drops to a level where they are too ill to work, stress manifests itself in massive inefficiency: An environment of conflict, poor decisions, waste, lack of motivation, and delays. And that is in addition to the massive human cost for those affected.
Furthermore, every time someone goes sick, the effect is to increase workloads, stress, and these negative effects on the people around them. Mental health issues create further mental health issues.
Stress is killing your people and your productivity – but it doesn’t have to
Not only is the general trend getting worse, but the causes of stress and poor mental health are also increasing. Faster change, greater competition, more complexity, longer exposure, increased uncertainty.
Technology and globalisation are powering ever accelerating disruption, and there is nothing we can do to avoid it.
Technology and globalisation are powering ever accelerating disruption, and there is nothing we can do to avoid it.
Building stress resilience
We cannot avoid change. But we can do something about the stress resilience of our people and organisations to engage positively with it.
And to do that we have to do something about our own engagement with change. Click here to Read More
Current data on stress
So what are the causes of stress for your organisation?
The HSE report into work related stress, anxiety and depression identifies the main precipitating events as follows:
- 42% are down to factors intrinsic to the job and its expectations
- 26% are due to interpersonal relationship issues
- 17% are caused by change and expectations of personal development
These figures are not dissimilar to mental-health figures reported in the US by the American Institute of Stress (46% workload, 28% people Issues).
Stress strikes at the core of who we are
Unsurprisingly, these events are connected with fundamental human needs for security, affection and control. Three things that are echoed in Maslow’s hierachy of needs.
This explains why they are so devastating for people.
It also ties in with what we need to be successful as we cope with the demands and opportunities of our work. The things we need to rebuild our mental health:
- The opportunity to deliver something of value,
- A support network of people to do the bits we cannot,
- And the learning and insight to do our own bit well.
Strategies to build stress resilience
Over the next few weeks, we will take a look at a number of strategies that organisations can adopt to take greater control of these things:
Structural influences on mental health
- Provide clarity of purpose and context. Use structured frameworks to enable people to see what is required, and how it fits in with everything else. These help to resolve complexity to a manageable level. Read our article: Structure complexity – using Design Thinking to help navigate complexity
- Establish practices to identify and utilise creative solutions. These help resolve the tensions and stress that arise as a result of increasing levels of change and competition. Read our article: Encourage creativity solutions to stress
- Ensure your meetings equip people with the knowledge, skills, attitudes and support they need to tackle the challenges they are facing. Use this to help people feel more calm and confident in their role. Read our article: Inspirational meetings are a journey of empowerment
Leadership influences on mental health
- Adopt facilitative practices that ensure more supportive and fulfilling dialogue between people. Help foster supportive relationships which make success more likely. And reduce the stress of conflict and criticism. Read our article: Facilitate healthy environments
- Use Practice Zone thinking to develop skills and insights in people ahead of when they are needed. In this way, help build competence and confidence ahead of taking on new roles and challenges. Read our article how to set up Practice Zone thinking
- Build a culture which has a positive attitude to risk and failure. Enable people to learn from, rather than conceal, issues. Through this, build a healthy open approach to feedback that helps people grow. Read our article: Embrace failure, feedback and a learning culture
- Help people to adopt approaches that better engage more of their ‘spirit’ in engaging with the challenges they face. Help them build their stress resilience to avoid anxiety and depression and better develop their mental health. Take a look at our article on spiritual potential.
Each of these things not only reduces the negative consequences of stress that people experience. Each of them also make the organisation more effective, and dramatically reduce waste and inefficiency of time, effort, ideas and resources.
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Acknowledgements: The four quadrants which evolved as this platform for understanding stress at work was inspired by the structure of a powerful self-reflective workshop created by Dr Sue Howard
Useful links:
Track your progress to ensure the efficacy of this strategy.