There are four good medicines to solve employee stress
Work pressure is coming quietly.
The British “Financial Times” wrote a few days ago that 5 million people in the UK feel that the work pressure is “very” or “extremely”, and various pressure-related issues cost organizations 3.7 billion pounds a year.
A survey last year showed that there were 41 previously.
1% of office workers face confrontational work pressure, 61.
4% of people are experiencing different levels of mental fatigue.
Needless to say, stress can be transformed into motivation to a certain extent, but excessive pressure may cause someone to be sluggish and mentally ill at work; once the contrast between stress and ability is too great, the executive will not be able to bear it, and the efficiency will also increase.The lower.
Therefore, it is necessary for managers to reduce the pressure on their subordinates.
So how can managers do this?
Mr. Su Yonghua, vice president of the Psychological Society.
Su Yonghua believes that the work stress is mainly in the following four aspects. As long as the company leader learns to “appropriately remedy” and adopt different channels to guide different pressure sources, he can help his subordinates get out of excessive stress.
Stressor 1: The task is too heavy, and the goals are set unrealistically, resulting in the task being impossible to complete.
Solution: Employees participate in goal setting. Managers must be reasonable when setting goals, so that subordinates have the confidence to complete goals.
From the economic index indicators, if one million is finally completed, then it is naturally impossible to set a target of five million for this year (unless there is a major change in external or itself).
If the expected goal exceeds the scope of the subordinate’s ability, there will be endless pressure on the subordinate.
In order to avoid too far goals and heavy tasks, managers are better to involve their subordinates in setting work goals, link goal management with participation management, and give executives enough confidence to complete this goal.
After setting goals, managers must fully authorize their subordinates and provide all necessary resources. Only by giving more support will subordinates become fully confident again.
Because he would feel that there is a strong backing behind him, and he can safely sprint towards the target.
At the same time, the market is changing. Once force majeure occurs, managers must take the initiative to adjust the target according to market conditions, and must not stubbornly adhere to a goal that cannot be achieved at all.
Of course, even rushing to the goal desperately, due to different abilities, subordinates still have a lot of situations in which they can’t complete the task. Of course, the manager can implement the relevant system. However, if the manager can do the opposite at this time, Instead of immediately implementing the punishment system, or trying to help the subordinate achieve the next goal, this effect is better.
Because after doing this, other employees will regain confidence and go beyond their energies to achieve their goals, instead of living in a panic of incomplete tasks all day.
Source two of stress: Due to interpersonal communication problems, conflicts with colleagues around, psychological pressure is very great.
The solution: treat all as equals and observe that managers must try to improve themselves, first of all, they must have virtuous integrity, do not engage in interpersonal confrontation, promote fair, cooperative, and open-minded work spirit. Under the support of this concept, friction will be greatly reduced.
For those conflicts that already exist, managers should be good at discerning opinions and actively coordinating, communicating and solving.
For managers, the most important thing is not to be eccentric or to treat them equally.
Anyone can improve, but at this time, you must remind yourself to try to avoid personal preferences affecting work, otherwise it will become worse.
It is particularly worth mentioning that for those employees with poor ability, the manager needs to pay more attention and take the initiative to care so that he realizes that he has not been discriminated against.Those who are better than their own.
Stressor 3: Being a multinational company, cultural differences cause personal pressure.
This way: integration and communication If you are an “foreign” manager, then no matter what advanced management models and concepts you bring, you must remember that before these “Polai products” integrate the company, you firstTo be included in this collective.
As a foreign manager, you need to understand the culture and consistent practices of the local company, and then combine these local concepts to make changes.
If you are an indigenous manager and have obtained a certain position in a multinational company, then you must learn to change the “ladder” and communicate between Chinese subordinates and foreign bosses to let them know more about each other’s behavior standards andHabits, through effective communication from top to bottom, reduce misunderstandings that may be caused by different cultural backgrounds of the two sides, and avoid the stress that may be caused by them.
The fourth source of stress: stress from personal life and family.
Action: Some managers with preventive measures will consider that the personal problems of employees are of many scales and are not suitable for questioning.
But this kind of pressure is often the hardest for employees.
At this time, if you as a manager can imitate the “helping hand”, you will gain the trust of the number of employees.
For managers, can they have leadership skills in their work and be good at observing. If they see that employees are absent-minded, they must take the initiative to communicate.
In addition, when subordinates have conflicts due to family and work, managers must prioritize, and must not be “biased” to employees because of their personal leave of absence at critical moments.