Working Smarter

You can’t see it or taste it, but chances are good your office is up to its workstations in it—the colorless, odorless toxin of stress. It’s so widespread a U.N. report called it the “21st century epidemic.” Yet stress is so invisible that most organizations have a hard time realizing the threat and may not know what and when to do something about it.

The symptoms don’t manifest physically as with the hacking cough of a flu. Stress is a silent stalker, with employees and managers leery to speak its name. This is exactly what stress thrives on, adaptation to stressors that lead to stewing about, instead of resolving stress, with entrenched tension leading to chronic stress and very high costs for the company and individual.

TENSION AND PANIC FOR ALL

The reality is, stress is as contagious as any bug, spreading through pass-along strain and crisis mentality throughout the organization. Humans are born with an amazing capacity to mirror the emotions of those around them through what are known as mirror neurons, which mimic the facial expression and movements of others. We easily pick up on the emotions of others, and that translates into anxious, crisis-prone, unproductive organizations—not to mention, $407 billion a year in lost productivity, absenteeism, and medical costs, says U.C. Irvine’s Peter Schnall.

Every organization can prevent huge hits to the budget each year by spotting the signs of stress and knowing when it’s time for a stress management program to get this hazard to critical thinking, rapport, and productivity under control. Despite the interior nature of stress, there are many signs that can tip off the problem. Let’s take a look at seven key indicators:

1. Absenteeism and retention problems. Since discussing stress is seen as taboo or a sign of weakness, health problems set off by chronic stress, which suppresses the immune system, the tissue repair system, and digestion, multiply along with sick days and absenteeism. If employees know how to manage stress, and management understands what fuels it, absenteeism is no longer the only coping option. When employees feel there’s no possibility of stressors changing, and the health bills mount, they may decide to quit. Forty percent of employees leave because of stress. If your company is seeing more people heading for the exits, look closely, and stress may be the driver.

2. High pressure and tension. Everyone can feel it when tensions are high. For certain deadlines and projects, pressure is a given, but when high tension is the normal day-to-day, it can overwhelm coping abilities and productive output, since relationships suffer, cynicism reigns, and exhaustion guts engagement. High demands can be handled with some control. Without it, chronic stress rules. Managers can measure stress levels with a cognitive survey that can be managed on Survey Monkey. Once the data is in, you can see the extent of the problem and have the evidence to bring a stress management program forward.

3. Doing more with fewer resources. Almost every organization is having to make do with fewer resources today. At the same time, there are physiological limits to how much individuals can do. Are your troops maxed out? Is your top talent teetering on an exit strategy because there’s not enough support? High-demand workplaces more than most need to have their employees trained in stress management and sustainable performance practices.

4. A recent merger or restructuring or preparation for one. The most stressful organizations today tend to be those that are getting ready for a sale and want to show off the highest profitability, but which don’t have the resources to get the outcome they want. That turns up the pressure on everyone. A stress management program is paramount in this situation, as well as in the aftermath of the restructuring, when insecurity, convulsive change, and a new culture create high stress loads. Don’t scrimp on staff development funds if your organization fits this bill.

5. The word burnout is being tossed around. This is a red flag for high stress. The term “stress” is seen as a word to avoid, so often the problem will manifest with staff citing burnout, which tends to be more acceptable. Those mentioning “burnout” are usually are on target. The terminal fatigue and cynicism that comes with it allows them to surface the issue. Again, a survey can be a great way to measure the extent of the problem and arm managers with the data needed to bring in a stress management solution.

6. Productivity is down. In the knowledge economy, the source of productivity is a refreshed and energized brain. Employees with high stress have an extremely limited cognitive function, with the brain constricted to a narrow field dominated by the perceived crisis of the moment. Rumination on the stressor distracts from attention on the task at hand, not to mention future planning. In addition to cognitive issues, chronic stress saps the physical vitality of employees, as stress hormones such as cortisol and adrenaline deplete the body’s energetic resources. It’s not working harder and longer that will pick up productivity (which plummets in hours beyond eight a day); it’s working smarter through programs that help employees control stress, recharge brains, and then get more done in less time.

7. Intense emotional pressures. Some professions by their very nature require a high level of involvement in intense emotional domains, such as caregiving, social work, community healthcare, and law enforcement. Employees in these arenas are particularly susceptible to burnout from lack of support and reward. If you’re a manager in these realms, you know that it is essential to have regular, comprehensive development programs to manage emotional pressures and tough workloads. The job of staff isn’t to take on all the stress and demands of clients and customers. It’s to show them a way out of intractable issues, which they can’t do convincingly if they themselves are caught up in a crisis. 

Of course, there are many other signals and settings that translate into high stress levels, from intense deadlines to develop a new product, to global competition and/or offices across multiple time zones, to workaholic leadership. Whatever the cause, a solution is at hand: knowledge and strategies to handle stress and the autopilot behaviors that keep the dysfunction going.

If you’d like to learn more about our stress management programs, click the button below. 

Oscar Wilde once said the difference between an optimist and a pessimist is that the optimist sees the donut, the pessimist the hole. I guess that makes pessimists better dieters.

Seriously, though, there’s a big difference in these two viewpoints, one that can have a huge impact on your work, health, and life. Research shows that optimists live up to 15% longer than pessimists, have 35% less heart disease, and 30% less coronary deaths.

Besides that, optimism can prevent depression, increase social connection, boost performance on the job, increase success, and make you more resilient in the face of setbacks.

That's not bad. Pessimism does have its place, since we don’t want to deny the negative, which is part of life, but we don't want to dwell on it, since pessimistic rumination is a big driver of stress, inflammation, hypertension, and can also lead to depression. Too much negativity can undermine work, friendships, and health. 

Who would you rather work with or hang out with, someone who lightens up the day and supports you, or someone who habitually complains and blames?

It's no wonder then that a more positive approach fuels more positive results. It energizes, broadens opportunities, uncovers solutions, vastly improves work-life balance, and, best of all, makes you feel a lot better.

THE NEGATIVITY BIAS

Unfortunately, this common-sense mode is not our natural wont. Humans are born with a default to find the negative, known as the negativity bias. It’s a survival instinct, the reason the species is still around. We survived because of a well-developed impulse to look out for trouble. Today, though, it’s no longer life-or-death every day, so we need to make some adjustments to align our ancient brains with the modern world. 

Researchers have found that positive emotions can dramatically improve the decisions we make, the opportunities we pursue or not, the people we connect with or don’t, the direction of our careers, the sales we're making, the work-life balance we feel we’re achieving, and the level of performance at work.

A study by mathematician Marcial Losada looked at the effect of negative emotions in the work setting. Losada and his team observed behavior in company meetings behind a two-way mirror. He measured positive v. negative statements, self-focused or other-focused, or people who favored inquiry or advocacy.

HIGH PERFORMERS ARE OPTIMISTIC

He found that high-performance teams have a 6 to 1 ratio of positive to negative statements, while low performing teams were under 1 to 1. That gap makes a huge difference to the organization and the individuals in them. The best performers scored high on profitability, customer satisfaction ratings, and evaluations by others.

High performance teams were more flexible, resilient, and not stuck in self-absorbed defensive behavior. High performance teams asked questions as much as they defended views and had attention outward as much as inward. Low performance teams had lower connectivity, asked no questions, and had almost no outward focus.

Negative teams got stuck in self-absorbed advocacy. Negativity causes teams to lose good cheer, flexibility, and the ability to ask questions. Each person defended their views and became critical of all else.

We get very rigid when we’re in a negative or pessimistic state. Negativity constricts thinking, puts us in a defensive crouch, and prevents us from seeing the bigger picture.

Positive emotions broaden and build. Negative emotions hold you back. Positive emotions make you more curious. You explore more, take more initiative. You’re looking outward, open to connection and trying new things and interacting with others. Negativity constrains your experience. A negative frame of mind puts you in “leave me alone” bunker mode. You’re on alert. 

Negative emotions change the way you feel about the world and interact with others. They reduce your possibilities and undermine esteem. They also affect your relationships in a big way. When you’re irritated and grumpy, you get less interest in your ideas, cooperation, and support.

THE 3-TO-1 RATIO

The negative side is much more powerful than the positive, so we have to be proactive about bringing the positive forward. The University of North Carolina’s Barbara Fredrickson has found that we need three positive to one negative event to stay in the positive camp and flourish. Only one in five people meet the 3 to 1 ratio. In relationships it's five-to-one positive to negative.

When you start out on the positive side of the ledger, you don’t have as far to travel emotionally to connect with someone, to enjoy yourself, to be spontaneous or jump into something new.

How can we shift our moods so that we can limit the negative sway over our thoughts and emotions? We can do it by:

1) reducing the negativity in our lives

2) changing the way we react to events

3) having more positive experiences

4) choosing intrinsic goals that bring the most satisfaction

Reducing negativity is the fastest way to increase your positivity ratio. Some negativity keeps us grounded, but we don’t want it locking us into incessant cogitating over problems. As Mark Twain once put it, “Drag your thoughts away from your troubles...by the ears, by the heels, or any way you can manage it.” 

Negative emotions tend to overwhelm the rational brain with raw emotions. The tendency is to ride the emotional wave without questioning whether the belief driving it is valid. 

AVOID RUMINATION

We have to learn how to dispute negativity and not reflexively buy in on autopilot. When you find yourself clinging to negative thoughts, dispute them like a good lawyer would. Are they based on anything valid, or it just "awfulizing"? Is the thought useful? Accurate? Round up the facts and put them to the test.

When you fail to dispute negative thinking, the false beliefs become entrenched and can lead to days or weeks of ruminating over a setback or comment. Rumination is dangerous. You go over and over the same story, locking in a false belief, which then dredges up other negative thoughts.

You can exit the rumination track by avoiding replay mode and letting go of the thought loop.

—DISTRACT YOURSELF. Find healthy distractions—the gym, meditation, music—that force you to focus on something else. 

—MINDFULNESS. Learn to accept a thought as just a thought. You observe without judgment and refuse to grab the thought just because it’s in your head. Thoughts aren't real. Only experience is real.

—REFRAME PROBLEMS. Reappraisal is the secret of people who can keep setbacks from turning into prolonged blues. The choice is yours: half-full or half-empty.

Increasing the positive in your day doesn’t happen on its own. You have to  proactively do positive things, from hobbies to exercise, recreation, listening to music, and reaching out to others.

We may not be in charge of much in an unpredictable world, but we can control our minds and how we think about what happens to us. And that controls everything.

If you are interested in bringing the power and science of optimism and the high performance that comes with it to your organization, please click the button below for details on my work-life balance trainings and keynotes.

You might remember the Jet Blue flight attendant who melted down a few years back after a passenger wouldn’t apologize when his luggage came down on the attendant's noggin. The attendant went on the intercom shouting obscenities, grabbed a couple beers, and slid down the emergency escape chute. 

It may have felt good for a moment, but in retrospect, he would have handled things differently. When we act on fight-or-flight impulse, we do dumb things, because our brain isn’t thinking, it’s simply reacting with the raw emotion of a cornered animal.

Meltdowns don’t solve any problem and cause a bunch of others. Some people are much better at managing transient emotions than others, and that tells us something very important. That means that there is a way to manage pressure, because some are able to do it.

EYE OF THE STORM

Staying calm is a good idea because that's when we have use of all our faculties, when the 21st century brain, not our caveman/woman brain that thinks it's the year 100,000 B.C., is in charge. The storm may be raging all around us, but the goal is to avoid getting swept up in it, to stay in the eye of the storm, in it but not of it.

Letting the storms set us off isn’t productive or healthy. As soon as the stress response goes off, we are not in control of our modern brain anymore. It’s been hijacked by the raw emotions of the amygdala. Stress undermines intellect. We make decisions from fear, panic, or rage. Bad decisions.

With emotions on a hair-trigger, we send curt emails, snap at people, lose focus, and push any semblance of work-life balance further from reach. Stress suppresses the play equipment in our brains and locks in a danger signal that suppresses the immune system until you turn off the false signal. The reality is high-pressure situations are challenging, but they're not life-or-death as your ancient brain thinks. Our stress-management classes and coaching and work-life balance programs provide tools to reframe the thoughts that drive stress.

CONTROLLING DEMANDS

We can change the thoughts that turn demands into pressures our clueless ancient brain thinks we can’t cope with. The definition of stress is high demands and low control over them. That’s also the definition of being overwhelmed. When we feel we can’t cope, that triggers the stress response, which causes everything to feel more overwhelming, since it exaggerates the threat. When you believe you can’t cope, your ancient brain misinterprets that feeling as “I’m going to die.” Off goes the fight-or-flight response.

We can change the I-can’t-cope self-talk when we are under the gun. What are your thoughts when you're overwhelmed?

•Too much to do

• Everything has to be done now

• I'll never get it all done

• I won't be able to cope

I won’t be able to cope is the bottom line of all fear. I won’t be able to handle it. 

YOU CAN COPE

The solution is letting your brain know you can cope. That means coming up with another story than the one being supplied by the panicked brain.Yes, I have 200 emails, but I can handle it. It's not life-or-death and doesn't warrant your body's emergency system being activated.

The strategy we all need is Value Questioning. Don’t feed the mental accelerators by making everything urgent. Qualify it. Ask two questions:

What’s the urgency of doing it now?

What are the consequences of waiting?

THE POWER OF PATIENCE

Patience is the key to staying calm in the storm. Patience is a word we usually hate to hear, because when it comes up, it usually means we’ve lost it.

It’s really about self-regulation. Patience gives us impulse control. We’re not children. We don’t have to go off when something flares up. Patience is the exercise of managing pace, ego, and emotions.

Patience isn’t passive. It’s a state of active non-reaction. We have to call it up consciously, and use it to override our emotional reflexes—and put the 21st century brain back in charge of the runaway train.

Happy 2014, everyone! I hope it’s a great one for you. One way to help make it that way is to use that precious window of openness we have at the beginning of the year when we are receptive for a nanosecond to new things  and resolve to do something different this year: not take stress but turn off the danger signals that drive it.

Hiding in plain sight, this toxic saboteur can ruin your work and health with a trip to the ER and a sinkhole of medical bills. You may think you're handling it, but that's usually an illusion, supplied by the adrenaline released by the stress response, which masks the damage to your body by giving you a sense you're powering through it.

Brian Curin, 39, thought he was managing risk well as president of footwear retailer Flip Flop Shops, which has more than 90 locations. Yes, he had pressure, but he exercised and ate well. He could handle it. He did feel a little off, though, and had a faint ache of something resembling heartburn.

Curin decided to pay his doctor a visit. Blood work, a resting EKG and a respiration test were negative, but a stress test and an angiogram turned up a big problem: four blocked arteries, one of them at 100 percent—not what Curin expected at his age. Without open-heart surgery, he could have been dead within weeks.

"I was extremely lucky," says Curin, whose wake-up call prompted him to start a campaign, The Heart to Sole: Creating a Stress-Free America, to lobby for stress-testing at all companies and to support the American Heart Association's My Heart, My Life program. "If something doesn't feel right, it's probably not. Get it checked out."

Because the human brain's fear central, the amygdala was built for life-and-death scenarios 100,000 years ago, it doesn't know how to process the social stressors of the modern world. As a result, we react to stressful events as life-and-death before we think and become easy prey for chronic stress, which compromises the immune system, increases the bad cholesterol and decreases the good kind. Bravado and busyness can keep us in denial mode until the paramedics arrive.

You're not much good to your work and family from six feet under. This year, let’s make a vow to keep the sirens at bay with these essential stress-reduction strategies.

1. Pay attention to your body. Insomnia, heart palpitations, anxiety, bowel issues--they're trying to tell you something. See your doctor.

2. Make stress-testing as routine as dental checkups.

3. Cut stress by reducing time urgency. Every minute is not life or death.

4. Identify the story behind the stress and reframe it from catastrophic to a new story: "Yes, I've got 300 e-mails, but I can handle it."

5. Build stress-relief techniques into your schedule—meditation, progressive relaxation, exercise, a hobby.

6. Set boundaries. Sixteen hours of work a day is not sustainable. Find the "just enough" point in a given day or project.

7. Check email at designated times. Four times a day is the most productive email checking schedule.

8. Delegate or get help. Doing it yourself can cost well more than the price of a helping hand.

9. Step back. Brains have to reset every 90 minutes. Breaks increase mental functioning and interrupt stress.

10. Get a life. The best stress buffer is a life beyond work. Remember that?

If you would like to get yourself and/or your organization off to a great start for 2014, a stress management program can be one of the best investments you make all year. Our stress reduction tools pay off many times over in dramatically less medical costs and higher productivity and engagement. Click below for more information and prices.

When the person next to you yawns, chances are very good that you are going to be breaking into a yawn, too, even if you are not sleepy in the slightest. When someone laughs for a long time, it's very hard to resist a grin or chuckle.

And when your stressed-out colleague is demanding a meeting right now, the alarmed face quickly incites yours to mimic it. Now you’re stressed too, as a result of what is known as second-hand stress. Like second-hand smoking, it can be very harmful to your health.

We all have a copycat streak in us, thanks to social circuitry that makes us yawn and panic when others do. As a social animal, we are built to relate to others, so much so that we physically reflect back their expressions and movements.

The urge to echo is triggered by what are known as mirror neurons, brain cells that mimic the actions or emotions of others. While they help us learn, understand, and bond, they can also be our undoing when the channeled behavior is the emotional contagion of stress.

THE MYSTERY OF THE STEREO YAWN

Mirror neurons were first identified in the 1990s by Italian scientists studying how the brain controls mouth and hand movements in macaques. Researchers found that a distinct batch of cells lit up when the monkees performed or even observed specific movements. 

Mirror neurons are thought to operate similarly in humans. Located near motor neurons responsible for movement, speech, and intention to act, they simulate the actions and emotions of others and give us the impulse to do so—thus, one of life’s great mysteries, the contagious yawn. You’re not remotely sleepy, but you cut loose with a jaw-popper after the person next to you has done the same.

A study in Switzerland using fMRI scans found a connection between the mirror neuron system and higher cognitive empathic functions. When subjects in the study were shown photos of people yawning, a region in the mirror neuron system was activated.

Even if we’re not physically imitating what we see, mirror neurons still fire off a simulated version of the activity in your head as if you actually did it. It’s all designed to help us learn, understand, empathize, and connect with what others are doing and feeling. Too often, though, what’s mirrored is the stress of coworkers, managers, and significant others, and that is bad for teams and organizations, as triggers get passed down the line. 

PASS-ALONG STRAIN

Researchers have long known about the infectious nature of stress. Pass-along strain runs rampant in relationships and work settings. Studies have shown that there is "crossover" stress from one spouse to the other, between coworkers, and "spillover" from the work domain to home. The stress contagion effect, as it’s known, spreads anxiety like a virus. Our mirror neurons help suck us into the emotional eruptions of others.

Emotions are highly contagious, and that can be highly dangerous when the emotional storms of others reflexively trigger the stress response in us. Stress is a factor in five out of the six leading causes of death, according to the CDC.

Stress suppresses the immune system, lowers the good cholesterol, increases the bad, and leaves decision-making up to a hysterical corner of your ancient brain that can’t compute the social stressors of the modern world. It can lead to any number of illnesses and conditions, from insomnia, to cardiovascular disease, to heart attacks, and undermines decision-making, judgment, and thinking. 

I work with fire and rescue crews who see very tough things in their work every day. If they absorbed all the pain and grief they witnessed, they could not do their jobs. The same is true for all of us. Yes, we want to be empathetic and understanding, but we don't want to take on the stress and anger of others.

You don’t have to mirror anyone else’s stress—or listen to the alarms of your own stress equipment, which are equally false (unless you are in a true life-or-death moment). The key to resisting the emotional contagion of stress is overriding the double-team autopilot of the reflex stress response and your mirror neurons, being able to catch yourself.

OPT OUT OF EMOTIONAL CONTAGION

You can reduce the frenzy of someone else’s deadline or frenzy by stepping back and identifying the real story—it’s not an emergency, it’s not your stress, it’s not a crisis. It's what is in someone else's head. Separate what is the other person's mind from yours. 

By using proven stress management processes, you can turn off the false danger signal. Instead of mirror neurons directing you to feel stress, you can use them as a tool to better understand why a person is going off, and, as a result, why you don’t have to.

We can let others know that we would prefer to be dealt with in a way that doesn’t treat every event as Apocalypse Now or threaten our health. Others don’t know they are as much of a conduit for stress as a fiber optic cable is for data. Let them know.

Reduce interactions with the stress conductors in your life. And put a selection of photos on your computer or smartphone of people in the act of yawning to catch yourself when the false alarms of others set you off. Yawn, and move on.

If you would like to learn about how to control stress in your team or organization, click the button below for details on our stress management programs.

Bouncing back: Punching bags are good at it; humans, less so. A growing body of evidence, though, suggests you can ward off tailspins by building up your reserves of the best antidote to adversity: positive emotions, the hidden engine of resilience.

"We call it the 'undo effect,'" says Barbara Fredrickson, author of Positivity and a professor of psychology at the University of North Carolina, Chapel Hill, whose research has upended our understanding of a group of emotions that were once considered trifling but are now seen as central to persistence, innovation and success.

"Positive emotions help speed recovery from negative emotions," Fredrickson says. "When people are able to self-generate a positive emotion or perspective, that enables them to bounce back. It's not just that you bounce back and then you feel good--feeling good drives the process."

Negative emotions undermine the brain's capacity to think broadly and find creative solutions. The vise grip of fear and stress and the emotions they generate--anger, blame, panic, resentment, shame--limit thought to a narrow field that obscures options. In the work environment, negativity causes teams to lose flexibility and the ability to be curious. Positive emotions act as a seldom-used stress management tool.

"Losses loom larger than gains," Fredrickson explains. "Our mind is drawn into this mental time travel, and we're obsessing about something negative that happened in the past or we're worrying about what will happen in the future."

She has determined that you can reframe adversity and be more effective every day by countering negative loops with a buried resource--the well of joy, hope, amusement, gratitude, interest, appreciation, awe and other buoyant emotions we can call on as needed. These low-key assets have the power to calm blood pressure and operate as a kind of reset button for stress-addled minds and bodies. It's a kind of built-in well of work-life balance.

In one of her studies, test subjects whose anxiety was driven sky-high by an impending public speech were able to reverse negative cardiovascular effects in less than a minute by viewing relaxing imagery. They were shown a tranquil film clip of ocean waves, a puppy playing, a sad film or a neutral screen saver depicting an abstract display of lines. Sensors tracking heart rate, blood pressure and artery constriction showed that those watching the seemingly positive imagery recovered the fastest. Another study, this one based on daily reports of positive and negative emotions, found that the more positive emotions people experienced, the more their resilience levels grew, enabling them to let go of negative events faster.

A report Fredrickson co-wrote on bouncing back from business failures ("Beyond hubris: How highly confident entrepreneurs rebound to venture again") suggests that the resources generated by positive emotions can help people overcome setbacks and start new ventures. In fact, the report contends, positive emotions have been shown to help businesspeople negotiate better, improve decision-making, boost creativity and drive high-performance behavior.

"Positive emotions expand awareness and attention," Fredrickson says, which is critical for anyone looking for an opportunity or trying to solve a problem. "When you're able to take in more information, the peripheral vision field is expanded. You're able to connect the dots to the bigger picture. Instead of remembering just the most central event, you remember that and the peripheral aspects, too."

Working with mathematician Marcial Losada, Fredrickson has discovered a tipping point of positive-to-negative emotions that spells the difference between flourishing and floundering. "It seems like we need at least three positive emotions to open and lift us up to counter every single negative emotion that drags us down," she says. "The good news is that the positive emotions don't need to be intense or profound. They can be rather mild. They just need to be frequent."

One of the easiest ways to combat the negative tide is through appreciation or gratitude. Fredrickson advises asking yourself what in your current situation you could be treasuring that you're not. Connecting with someone over a shared interest or amusement is another superb way to shift out of the negative frame. Or step back when you've hit a wall and take a break. Bring some music into your day.

The three-to-one ratio isn't something you need to meet every hour or day, but over time, if you're making deposits to your positivity bank, you get a big dividend. "There's really solid evidence that the positive emotions you feel today predict tomorrow's and next week's and next month's success, health and quality relationships," Fredrickson says, "because they build your resources and resilience."

Call it tension, pressure, or overwhelm. Whatever your term for stress, the fact is that just about every office has no shortage of it, and that’s bad news for productivity and profits. Stress costs American business a staggering $407 billion a year, reports U. C. Irvine researcher Peter Schnall. Unmanaged stress is the biggest source of long-term absence at any company.

Studies show that stress undermines intellect, decision-making, planning, motivation, retention, revenue, and just about anything an organization is trying to accomplish. This should make stress management an essential tool at any company. Ignoring stress is far more costly than a stress management program and is compounded daily by the toll of mistakes, medical bills, conflict, absenteeism, and crisis mentality spread by stress.

Few of organizations ever get the hard facts on stress's impact on business. I find that management takes steps to rein in stress and burnout once they have the research data in hand. So let’s do that now with a look at the top four bottom-line reasons why stress management is one of the most cost-effective strategies to improve productivity, engagement, and profits.

1. Stress management programs increase productivity. Chronic stress is antithetical to getting things done. It keeps brains constricted to perceived crises, drives panic mode, and fuels emotional decisions. Stress is a major factor in presenteeism, the phenomenon of being physically at the office but mentally checked out from cognitive exhaustion or anxiety. Presenteeism means lost productive time, from a reduced quantity of work, to time not on task, and conflicts with others. Stress also undercuts innovation and creativity by fixating brain neurons on problems, instead of solutions. Studies show that stress management programs can increase productivity—6% in a study by Kathryn Rost—by restoring mental functioning and cutting absences. Another stress management program increased sales revenue by 23% and reduced absenteeism by 24% (Munz, Kohler, Greenberg, 2001).

2. Stress management provides huge savings by cutting the costs of stress-related illnesses and absences. Injuries tend to be what most people focus on with disability claims, but what’s not generally known is that 90% of workplace disabilities are illnesses (Jauregui, Schnall, 2009). The major driver of chronic illnesses and conditions is chronic stress, which suppresses the immune system, increases the bad cholesterol and decreases the good kind. Stress is a factor in five out of the six leading causes of death, from heart disease to diabetes. More than two dozen studies show the connection between job stress and heart disease, which is very costly for any organization. Costs for stressed workers are five times higher than they are for the average employee (Goetzel). Sick employees produce much less than healthy employees and are often absent. The tab from absenteeism at large companies is $3.6 million per year (Bureau of Labor Statistics).

3. Job stress causes good employees to leave. Stress management makes them want to stay. Forty percent of those who leave their jobs each year do so because of stress (Hoel, Sparks, Cooper, 2001). As I’m sure you know, this is very expensive. Turnover costs average 120-200% of the salary of the employee. The list of retention costs is long—separation pay, the cost of temporary workers, hiring costs, the time spent recruiting and interviewing a replacement, testing costs, training costs, lost productivity during the transition, and impacts on coworkers who may have to do more to pick up the slack. A study by Nextera Enterprises found that industries with high turnover have 38% lower earnings. Manufacturing companies that have less than 3% turnover have been found to be almost 170% more productive than firms with turnover more than 20% (Jusko, Industry Week, 2000).

4. Stress and the last stage of chronic stress, burnout, kill engagement. Stress management builds the vitality and resilience that fuel engagement. Employees with job stress have higher levels of anxiety (Bourbonnais, Brisson, Moisan, 1999), more depression (Mausner-Dorsch, Eaton, 2000) and hostility (Bosma, Stansfield, 1998). Stress, burnout, depression, and hostility are the opposite of engagement’s qualities of vigor and dedication. They drive disengagement, people too distracted, mad, or ill to put the needed effort into their work. Since stress is highly contagious, the crisis mentality and cynicism spread to infect your whole team or organization, dragging down engagement with them. There is a direct line from healthy employees to engagement and healthy bottom lines.

The reflex with stress is to look away or deny it. The evidence says that doesn’t work. Not dealing with stress actually enables it, since stress is fueled by uncontested rumination, something that happens when stress is not taken on and resolved, but, instead replayed over and over.

Stress management programs root out the patterns and thinking that drive stress by reframing stress reactions, building resilience and coping skills, and creating healthy renewal strategies that buffer the pressures that sap emotional resources. At a time when everyone has to do more with less, stress management is as essential to an organization’s earnings outlook as any new product launch. 

If you would like to free up the engaged energy of your staff, increase productivity, and cut health costs, click the button below for details on our stress management program and visit our Stress Management page. Get proven tools to work smarter and more effectively.

It's the gospel of productivity in a maxed-out world: Multitasking helps you get more done faster. The only thing is, it doesn't, says David Meyer, a cognitive scientist at the University of Michigan, where he serves as director of the Brain, Cognition and Action Laboratory.

"When you perform multiple tasks that each require some of the same channels of processing, conflicts will arise between the tasks, and you're going to have to pick and choose which task you're going to focus on and devote a channel of processing to it," explains Meyer, one of the country's leading experts on multitasking.

Meyer has been at the forefront of research for several decades on how the brain processes information and copes with multitasking. He has investigated the brain's speed, accuracy and memory in information processing while working with psychologist David Kieras for the Office of Naval Research. A study Meyer co-wrote on the limitations of multitasking ("Executive Control of Cognitive Processes in Task Switching") went viral in 2001, setting off the first awareness of the counterproductivity of simultaneous tasks.

Meyer's work has documented that humans have distinct bandwidth challenges, which makes multitasking problematic. It turns out the brain's ability to process information is limited in a variety of ways—from processing channels to limits on data volume, velocity and working memory—that stymie true, simultaneous activity. Multitasking multiplies only frustration.

MENTAL BROWNOUTS

Counter to conventional wisdom, you can't do two high-cognitive tasks at once, Meyer says. When you're on the phone and writing an e-mail at the same time, you're not doing them at the same time. You're actually switching back and forth between them, since there's only one neural channel through which language flows. In that switching there's a cost: stress, as your brain neurons try to get themselves around the new task or where you were on the primary task each time you switch.

"If you have a complicated task, it requires all your attention, and if you're trying to spread your attention over multiple tasks, it's not going to work," he says.

That's heresy in a time-urgent world with the attention span of a macaque on crack. Meyer admits that multitasking is not only getting more prevalent, but it's also "very often highly inefficient and can be dangerous to your health."

Multitasking kicks thoughts down from the top floors to rote mode, where you don't have full attention on what you're doing, triggering mistakes and surface understanding. You wind up on autopilot in a retaliatory pattern of acting before you think. 

Even the most adept multitasker will "crash and burn" trying to resolve simultaneous conflicting demands, Meyer says. That means you could wind up sending the wrong e-mail; blow an account; have a brownout in which too much access to the cerebral grid shuts down critical thinking; or worse, find yourself in a truly hazardous situation, such as driving while using a cell phone.

"When you're driving, you have to use the language channel to talk, read signs, plan your next move. If you're trying to have a cell phone conversation while you're doing that, either the phone conversation will suffer or the driving," Meyer says. He points to the growing number of auto accidents caused by people sending texts from behind the wheel.

SIMULTANEOUS INATTENTION

The conflicts triggered by incessant multitasking can set off chronic stress and slow you down, shredding productivity. In fact, trying to complete two or more tasks at once can take 40 percent more time or longer, depending on the complexity of the task, Meyer says.

Performance isn't the only thing that suffers when brains are overwhelmed by multiple tasking. Creativity and innovation don't come from people who are multitasking. "You ought to be setting aside large chunks of time where you just think," Meyer says. "Einstein was not multitasking when he was dreaming up the special and general theories of relativity."

The good news is that there is hope for the attention-span-challenged, in the form of self-regulation through better time management and scheduling. "If you're disciplined enough, you can map out the usage of your time in a way that minimizes your exposure to interruptions," Meyer explains.

To improve attention and productivity, you have to shift the idea of  multitasking from simultaneous to alternating tasks. You do one task for a while, then another task. Unless you prefer the mistakes, meltdowns, and overwhelm of trying to do what your brain can't.  

If you'd like to get multitasking, interruptions, and information overload under control for your team or office, visit our time management or information management pages, or click the button below for details on our Managing Crazy Busy Workload or Email/Information Overload training programs.

To the outside world, Catherine Thompson England seemed to be handling the pressure of her job as a caseworker for abuse victims well. Though she had told her boss that stress was mounting, it didn't appear to be a problem, since she was getting the job done. But the Pennsylvania social worker was staying late and working at home to do it, a growing trend in a world of tight budgets and understaffing.

Things weren't going well at all. One day the pressure exploded and Thompson England had a breakdown. She was hospitalized for 10 days.

"People don't want to hear about stress, because everybody has it," says Thompson England, who has a five-year-old son. "You will deal with a lot of stress before you reach out, because it's not taken seriously."

Stress has become such a normal part of the day-to-day that it has become a kind of adrenalized wallpaper. Bringing up the subject is to point out the obvious—or that you are a wimp, unable to take it in a bravado world that feigns invincibility. Fear of being wimpy, though, leads to real weakness—physically, since stress plays a role in five out of the six leading causes of death, and financially, since stress costs the nation a boggling $1 trillion a year.

Chronic stress triggers conditions that kill more people every year than cancer and nicotine combined, but it's treated as if it's no more serious than excess gas or bloating. Take a pill and deal with it. Americans certainly do, consuming $16 billion worth of antipsychotics each year and $11 billion in anti-depressants.

There's a disconnect between stress and the conditions it sets off—hypertension, stroke, coronary artery disease, diabetes, insomnia. Many of us watch our cholesterol, get exercise, keep sugar under control, and yet don't do anything to manage the switch linked with the diseases we're otherwise trying to prevent: stress. That's because we've never been taught to take stress seriously—until a heart attack or burnout.

I come across this every day in my work as a stress management educator. There was the manager at a government security agency who had a stroke in his 40s. The real estate agent with panic attacks. The CEO leveled by a heart attack. 

Unlike more exotic bugs and conditions, there is a cure for stress: knowledge. Science knows how to prevent and manage it. The stress response is activated when a perceived threat overloads ability to cope with the danger. It's an early warning system that worked well in hunter-gatherer days when threats to life and limb were frequent, but it doesn't know how to compute the social stressors of the modern world. A number of proven stress management processes can turn off the false alarm of stress. Once the danger signal has been shut off, the stress stops in four minutes.

Job stress is serious business for business leaders who want to cut medical costs and absenteeism, increase performance, and maybe save lives, including their own. Brian Curin, president of Flip Flop Shops, which sells sandals and a casual lifestyle at 80 stores around the country, discovered that he took too casual of an approach to his own health. Though he exercised and ate well, years of stressful business-building had taken a hidden toll. Curin failed a treadmill stress test, and a follow-up angiogram revealed that his heart was starving for oxygen. He had four major blockages, one of them 100 percent—at the age of 38.

"It was years of running as fast as I could go at the speed of business," said Curin. "It really shows the effect that stress can have on you. They said if I had had a heart attack, they wouldn't have been able to help me."

He had to have a quadruple bypass to repair the damage. Curin was so shaken by the experience he decided to do something about it. His company started an initiative with the American Heart Association, My Heart, My Life, to advocate for stress tests at companies and educate customers on stress prevention.

Stress testing, whether by exercise test, ECG, blood pressure testing at work (one out of five people have elevated readings at work but not at home) or other modalities, has to become as routine as dental or cholesterol checks to identify people like Curin, who are unaware of the problem, or England Thompson, who fear reaching out might mark them as a wimp or burden to others.

England Thompson learned she has to speak up more, set boundaries, and share the load with others. "We need to normalize the fact that stress is a very real thing and you don't have to deal with it on your own," she said.

Stress testing, coverable mental health counseling, and social pressure to change macho attitudes can make it acceptable to get help and overcome the shame, bravado, and willful ignorance that feed the chronic disease mill of stress.

I knew I was going to like Bogota when I stepped off the flight and into a cab percolating with salsa music. Though salsa comes from a mix of Cuban, Puerto Rican and New York roots, it’s the national music of Colombia, where I had come to do a keynote address at the Human Talent Summit, a conference for human resource professionals. The spicy horn charts weren’t coming from a CD but from a radio channel serving up salsa around the clock. As a salsa and Latin jazz nut, this was my kind of welcome committee.

The first thing you notice about Bogota is altitude. It’s 8660-feet high. So high that when I went to my hotel door, a staffer asked me if I was prepared to accept the responsibility of an exit row. I’d come equipped with Advil to combat the heights, and it worked well. Researchers say it’s as effective as prescription medications for controlling the inflammation that can come with altitude. 

Bogota splays out below a couple of peaks, Guadalupe and Monserrat, that pitch straight up. From the base of the mountains you can look out over a city stocked with modern high-rises and the most modern shopping malls but also a venerable old town where burros serve as the trash collection vehicle, and many poor districts, or favelas, some tumbling down slopes like those in Rio de Janeiro.

With the long guerrilla war with the FARC largely contained and more security as a result, the economy has been growing in recent years, averaging four percent a year over the last three years, better than in North America or Europe. There’s a feeling of early 1960s America, as more people move out of poverty and into the middle classes.

They may love their salsa, but Colombians also keep their noses to the grindstone. The workweek is 48 hours by law, and like folks everywhere these days, they are dogged by technological leashes and drowning in email. It’s a very small world when it comes to the stress of serving a master who never takes a day off, let alone an hour.

The conference, produced superbly by Mauricio Rodriguez of America Empresarial, a consulting and training firm in Bogota, and the Colegio de Estudios Superiores de Administracion, brought HR administrators from companies in Colombia together with work-life experts from around the world—Argentina’s Alejandro Melamed, Spain’s Roberto Fernandez, who detailed his nonprofit organization’s roadmap for work-life company certification, and from the U.S. myself and friend and resiliency expert, Eileen McDargh.

Before the event I spoke with Luz Stella Bernal, of the Colegio de Estudios Superiores de Administracion, who had selected the work-life theme for this year’s event. “We had gotten more and more feedback from people that work-life was on their minds,” she told me. “The pressures are rising, and people are looking for knowledge to help them cope with the demands of work and create a better balance in their lives.”

Work-life is a relatively new topic for Colombia. The fact that it’s on the radar is a sign of an improved economy and of this family-oriented culture’s concern that their way of life doesn’t get submerged by an unbounded world.

It was a great time to open the conversation about smarter ways to work and how to manage the devices and stressors, instead of the other way around. I talked about changes they could make in how they did their tasks that could make quantum leaps in improving work-life. Stress alone, when it’s allowed to flare unchallenged, keeps focus on perceived emergencies, shoving everything else to the side.

Though I had a brilliant translator doing a simulcast of my presentation, there was no translation needed for our group samba lesson. I knew these salsa and cumbia experts would ace that exercise, and they did. Studies show playfulness increases productivity and attention, and that's why we had 220 people dancing together. It's one big optimal experience.

They were very enthused to learn new things and had a slew of great questions after my session, including how to get their kids off 24/7 devices and social media. Boundaries are key for adults and the kids. Without them, we get sucked into a vortex of attention-shredding technology. It’s as addictive as any substance, undermining your attention span.

After the conference my wife and I checked out the salsa scene at a fabulous spot, Galleria Café Libro. A colorful club with modern art decorating the walls, Café Libro is a great night out in Bogota. The prices are reasonable, a $7 entrance fee, and the music was excellent. Every song played by the deejay and the cooking live band that followed, Charanga New York, was smack in the dance zone.

The crowd was there for the music and fun, not showboating, which isn't fun since it's about other people's approval. A nice group kicking back after a week of work and enjoying what the work's all about. I wanted to put this place and a Colombia barbecue joint in the transporter and beam them back to Los Angeles. A great adventure, and I'll be back.

If you'd like to improve work-life and engagement at your organization, feel free to click the button below for details on our work-life balance programs.