At a glance
By Beth Wallace
Too much pressure at work can have a negative impact on employee wellbeing and performance. However, at certain times of year — in the lead-up to 30 June, for example — it can be difficult to avoid.
With work overload one of the main triggers of burnout, leaders have a responsibility to find ways to help teams manage stress and maintain performance.
Create a safe culture
To prepare teams for high-pressure periods, organisations should strive to develop a culture that prioritises safety, says leadership and resilience specialist Michelle Bihary.
She explains that when workers feel unsafe, perhaps due to a colleague’s poor behaviour or a fear of making mistakes, their brain constantly scans the environment for that hazard or risk. “This reduces their capacity to concentrate and perform effectively,” she says.
On the flipside, brain function is optimised when people feel physically and psychologically safe. “We thrive when we feel supported and know that there are people we can go to if we’re struggling,” Bihary explains.
"Rather than just concentrating on ‘It’s got to be done’, you might say, ‘You’re on a bit of a rough road at the moment. What are the challenges you’re facing and what do you need to do to get the job done?’"
Open communication is a key component of a safe workplace culture. “When we encourage genuine feedback loops, team members feel safe to share challenges and concerns early, rather than holding on to them,” says Bihary. “Helping people identify their strengths will also help them under pressure because they’ll think, ‘I know how to do that, I’m confident in myself’.”
Building a culture of belonging likewise contributes to high performance, particularly when times are tough. This can stem from being part of a “tribe” or having a shared mission.
“It can be very energising and inspiring when our leaders remind us what we’re [working] for,” says Bihary. “We want to have a sense of meaning. We want to know what we do makes a positive difference. We want to feel valued and appreciated.”
A balanced approach to stress
Stress during busy periods is expected, but not unwelcome, says Dr Jane Foster, founder of Emotional Resilience Training.
“There’s a perception that if you’re successful, you have a happy team. And that’s damaging because you’re not supposed to be happy all the time, especially if you’re under the pump,” she says.
When stress levels are high, Foster counsels leaders to identify whether they and their team are experiencing “rough or smooth” emotions. “Make sure you and your employees understand that those rough emotions are the things that increase your levels of resilience,” she says. “Help them to understand it’s OK to feel like that, but teach them how to regain control.”
Breathing techniques, for example, offer a simple tool for self-regulating emotions. For maximum benefit, Foster suggests doing two things at once to distract the brain from stress. This might mean taking several deep breaths while counting, wriggling the toes or walking.
Leaders can also use common wellbeing practices such as nutrition to prevent stress from escalating into burnout. “We perform better if we have breaks, get outside, are well hydrated, eat healthy food and don’t rely excessively on things like sugar and alcohol,” says Bihary.
Similarly, she urges leaders to set boundaries around work hours. “If people are staying back, make sure they’re not spending the whole night working — that they’re actually having some downtime,” she says. “Many people go home physically, but their mind is still worrying about work. It’s very unproductive and contributes to a real breakdown in performance.”
The power of authentic vulnerability in the workplace
Vulnerability and learning
Research reveals leaders who demonstrate vulnerability can improve team cohesiveness, trust and communication.
In high-pressure situations, leaders can show vulnerability by sharing their challenges and how they overcome them. They can also model that they — like everyone — are always learning. “It’s not just about acknowledging mistakes,” says Bihary. “It’s recognising that we are all lifelong learners and that’s part of what keeps us engaged at work.”
Bihary recommends leaders be transparent when seeking advice or help. Also, when employees ask questions or own their mistakes, leaders should commend and value their willingness to learn.
When teams are under pressure, Foster urges leaders to avoid focusing too much on the end goal. “Rather than just concentrating on ‘It’s got to be done’, you might say, ‘You’re on a bit of a rough road at the moment. What are the challenges you’re facing and what do you need to do to get the job done?’” she suggests. “It involves looking at the journey, rather than just the fulfillment.”
When busy periods end, Bihary encourages leaders to reflect on the experience. “After each tough cycle, such as the end of financial year, reflect back and think about what helped you through it,” she advises. “Learn from it, so you become more intentional about how you apply different strategies next time.”
