Leaders regularly come under pressure. Whether in business, nonprofits, or government, leaders must juggle additional demands on their time, attention, and focus. Effective leaders learn to manage stress when making decisions and motivating others, but even the most effective leaders may feel emotionally and physically exhausted during the pandemic.
When leaders practice healthy stress management and take care of themselves, they signal that it’s okay for others to do the same. And in doing so, an organization or community becomes healthier and better equipped to respond to difficult situations and manage future crises.
Stress negatively impacts a leader’s personal well-being and effectiveness in the following ways:
Decision making. The pressure of time constraints can reduce concentration, limit creativity, and make it difficult to process information. People may also default to thinking in extremes. Leaders facing a crisis without the skills to handle the added stress can thus focus on the immediate situation without thinking about the future or the bigger picture. This can lead to missing opportunities for innovation or failing to convey a message of hope and optimism to keep people focused.
Excessive control of the situation. A sense of control is a buffer against stress for leaders, and when they experience a loss of this sense in a crisis, they may respond by becoming rigid and trying to control the crisis response themselves. They may ignore the views of those they generally trust and take on additional demands that interfere with managing family life or self-care, which, in turn, increases their stress levels.
Isolation. Stress can cause abruptness, irritability, and impatience with others. This negatively affects professional relationships, dampening people’s desire to speak out or provide information to managers. Excluding others and relying solely on their own advice reduces trust and narrows a leader’s perspective.
Sleep deprivation. Lack of sleep affects people physically and mentally, making it difficult to perform. Research shows that sleep-deprived people are less cooperative and more selfish. They may also be less aware of how their lack of sleep affects their behavior towards others, unintentionally reducing their self-confidence and damaging their relationships.
Negative mood. Research shows that people want leaders with calm demeanors and positive outlooks. Unmanaged stress can lead to displays of negative emotions such as anger and irritability, which can reduce trust among leaders.
Although crises can seem overwhelming, it is possible to learn to cope with them and manage the circumstances. These techniques proposed by psychologists can help leaders manage stress while managing pressured situations:
Recognize the physical warning signs of stress. Everyone has different physical reactions to stress, such as muscle stiffness, headaches, teeth grinding, and upset stomach. Pay attention to physical symptoms to recognize stress. Physical signs remind us to take time for self-care.
Take a break before making decisions, public announcements. It’s easy for leaders to get caught up in the frenetic nature of a crisis, believing that they must always be fully responsive. However, taking a break to reset and focus can contribute to better reception of a critical message or update. Leaders can adopt a routine of 5-10 minute breaks every hour to assess stress signals and emotional needs. Leadership communication requires messages delivered calmly and confidently, and just a few minutes is all it takes for leaders to pause, take a few breaths, and consider next steps.
Prioritize self-care. To perform at their best for an extended period of time, leaders must recharge, recover and stay energized. Research shows the importance of movement and exercise in improving mood and physical well-being. Leaders should prioritize restorative activities such as exercise, outdoor recreation, talking with friends and family, mediation or prayer, practicing deep breathing, supporting household activities like homework and meal preparation, and maintaining a proper diet.
Sleep. With extended working hours, increased demands and increased worries, it becomes difficult to sleep well. Even for those who can function on less sleep, everyone eventually reaches a breaking point. Sleep quality also matters. Leaders can practice a wind-down routine before bed, which includes turning off computers or smartphones and refraining from receiving emails or news updates. Taking a hot shower before bed can help cool the body’s temperature, physically preparing it for sleep.
Build time into your daily schedule for breaks and connection. Having a sense of control helps people cope with uncertainty and anxiety. When it seems impossible to manage every response or action during a crisis, leaders can focus more on controlling their day and routine. Leaders can set aside time to check in with people who might need extra care or attention, such as struggling employees or family and friends. It is equally important to schedule breaks for self-care and meeting personal and family needs.
Have professional relationships of trust and support. When leaders can rely on staff or delegates to take responsibility, they have the headspace to look ahead and think strategically. Managing stress also helps maintain a positive mood and outlook, which helps maintain relationships, communication, transparency and trust.
Celebrate the small victories and the bigger victories. Leaders facing a crisis and feeling stressed may focus on the negative. But even in difficult situations, there are indicators of success. Recognize and celebrate small victories and how leadership makes a difference. Recognizing the positive can improve mood, which can help leaders improve their flexibility, open-mindedness and creativity.
