When working conditions degrade gradually enough, we tolerate them even though they're intolerable. The cost is chronic high-intensity stress. We become short with each other. We hurt each other. Productivity falls. Quality degrades. Worst of all, we take our troubles home, which can spread the misery and which limits our ability to recharge and repair.
To regain control, we must recognize the indicators of chronic high-intensity stress. Here's a little catalog.
You might be stressed if…
- …someone asks you for comfort about being stressed, and you blow your top.
- …you add to your to-do list stuff you've already done, just for that feeling of accomplishment when you check it off.
- …you suddenly realize that although your desk is usually neat, it's been an unholy mess for three weeks and you never noticed.
- …you suddenly realize that although you usually don't mind a messy desk, you now feel an overwhelming compulsion to clean it up.
- …you suddenly realize that 40% of what you've eaten today contains some form of chocolate.
- …you no longer feel the effects of consuming two espressos before 8 AM.
- …you take a ten-minute break to relax, but after minute three, all you can think about is whatever you were taking a break from.
- …sleep mostly consists of waiting to get up until some hour that you think most people would consider reasonable.
- …you believe that even if you nod off in a meeting, nobody notices, because you do it cleverly.
- …things that used to be only mildly annoying are now unbearable.
- …things that used to be unbearable are only mildly annoying compared to the really idiotic stuff that's happening now.
- …everyone around you seems totally stressed, but you think you're absolutely fine.
- …everyone around you seems calm, but you think it's because they haven't yet grasped the reality of the situation.
- …you thought you were decisive before, but now you're making decisions before you realize you've made them.
- …when you have to decide something, all you can do is dither about it endlessly.
- …you feel an irresistible urge to make decisions that aren't yours to make.
- …after you arrive You might be stressed if
you feel an irresistible
urge to make decisions
that aren't yours to makewherever you were going, you can't remember why you went there.
- …even though you're not a VIP, the conference room goes all quiet the moment you enter.
- …it isn't just that you couldn't keep the thread of what she was saying, it's that you couldn't keep the thread of what you were thinking.
- …you bite someone's head off over something they had nothing to do with.
- …two hours late, you realize you missed lunch.
- …two hours to go, and all you can think about is lunch.
- ..you've finally figured out how the whole thing fits into a nice, neat pattern.
- …you believe that you could actually save the company if only they would do it your way.
Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenKDMwNuAoBYIQcYGkner@ChacmxJqeuWuVdxFcZWAoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Personal, Team, and Organizational Effectiveness:
- Recalcitrant Collaborators
- Much of the work we do happens outside the context of a team. We collaborate with people in other departments,
other divisions, and other companies. When these collaborators are reluctant, resistive, or recalcitrant,
what can we do?
- Fill in the Blanks
- When we conceal information about ourselves and our areas of responsibility, we make room for others
to speculate. Speculation is rarely helpful. It's wise to fill in the blanks.
- How to Make Good Guesses: Tactics
- Making good guesses probably does take talent to be among the first rank of those who make guesses.
But being in the second rank is pretty good, too, and we can learn how to do that. Here are some
tactics for guessing.
- Unnecessary Boring Work: I
- Work can be boring. Some of us must endure the occasional boring task, but for many, everything about
work is boring. It doesn't have to be this way.
- Just-In-Time Hoop-Jumping
- Securing approvals for projects, proposals, or other efforts is often called "jumping through hoops."
Hoop-jumping can be time-consuming and frustrating. Here are some suggestions for jumping through hoops
See also Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
- Coming October 17: Overt Belligerence in Meetings
- Some meetings lose their way in vain attempts to mollify a belligerent participant who simply will not be mollified. Here's one scenario that fits this pattern. Available here and by RSS on October 17.
- And on October 24: Conversation Irritants: I
- Conversations at work can be frustrating even when everyone tries to be polite, clear, and unambiguous. But some people actually try to be nasty, unclear, and ambiguous. Here's Part I of a small collection of their techniques. Available here and by RSS on October 24.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenvpnUDiVFUurcWqYjner@ChacMtXWIZZoDfNyLHiYoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.