Managing Well Means Mastering Stress Challenges come from high expectations but fewer resources September 30, 2010 The phrase "emotional intelligence" (or EQ) is used widely, showing up in settings as unlikely as the cartoon strip Dilbert and in The New Yorker magazine. Daniel Goleman, the author who first popularized the psychology behind emotional intelligence, reports seeing boxes of toys that claim to boost a child's EQ, and personal ads that trumpet it among those seeking prospective mates. "Perhaps the biggest surprise for me has been the impact of emotional intelligence in the world of business," Goleman writes on his website (danielgoleman.info), "particularly in the areas of leadership and employee development." Increasingly, human resource managers place weight on a job applicant's attitude when deciding whether to offer a managerial position. They know a person's attitude may be just as important, if not more so, than abilities and skills. And often, attitude is the deciding factor when a manager is to be selected in-house, notes W.H Weiss, an industrial management consultant, writing in SuperVision magazine. A person who gets along well with others, handles pressure and stress without difficulty, and demonstrates a pleasant personality is much more likely to do a good job than one lacking those qualities, says Weiss. Challenge to managers Too often, however, supervisors and managers face difficulties of their own in maintaining a positive attitude. It's a challenge compounded by the lingering recession and a need to "do more with less." Many managers also feel stressed with today's rapid advance in technology and the pressures of trying to manage effectively and efficiently. "Any kind of change or upheaval, from restructuring to taking on a major new assignment, can cause an imbalance and heighten organizational stress," says Jacqueline Reid, president of educational consulting firm Reid & Associates. "Interpersonal conflicts intensify, as does the tendency to make mistakes. Creativity decreases, illness increases, and negative feelings abound," says Reid. But that doesn't mean you can't take steps to minimize organizational stress. Her recommendations:
Set aside some quiet time for yourself during the day. You'll feel more in control of your environment, particularly if you use the time to work on important jobs without being interrupted. Limit, if possible, the number of meetings you attend. Meetings have been identified as frustrating timewasters as well as energy users. Ask your supervisor if you can reduce your attendance at these meetings to a necessary few. Adhere to a reasonable quitting time. Don't allow yourself to get in a position where you work excessive overtime. To be effective on your job, avoid burnout. Join a peer support group, which meets away from the workplace. Particularly during a period of change, people need to be able to express themselves without fear of reprisal.
Finally, recognize that expressing your anger is OK so long as it doesn't threaten or humiliate. Learning to express anger appropriately is vital to mental health.