A rule of thumb in stress management is to start with the most immediate stress. Relief needs to be immediate if people are to believe that their efforts are worthwhile. Remember, being under stress can do strange things to anyone's thought process. This is because the rational side of us humans is being pressured by the non rational side that screams, "Make this stop right now".
The temptation is to try the quick fix but when that fails the next temptation is to give up, run away, hide, deny or decide that somebody else needs to perform a rescue. So the quicker an immediate stress gets addressed the easier it becomes for the leader to persuade people that teamwork and planning is worthwhile.
The business manager who leads employees to cope with the high price of gasoline right now has a "natural". The financial stress of higher gasoline is widespread, highly publicized and a big stress producer, even for people who do not drive to work. Here is the suggestion for a plan of action.
1. Get your people together and do a quick brainstorm. How many people drive to work? How many people are interested to work together to keep the travel bill under control or to lower it?
2. Next: ask for suggestions. What ideas do your employees have to cope with this problem?
3. Next: ask everyone to think and talk about suggestions and strategies between now and a meeting tomorrow at the same time.
4. Next: when tomorrow's meeting rolls around, summarize the suggestions, make some of your own and listen to any new suggestions. Some of your suggestions might have to do with flexibility in scheduling that would allow people to carpool or that would accommodate existing public transportation schedules. You might also be able to offer longer hours with fewer work days or, in some instances, a certain amount of work that could be done at home. Factor in the fact that those who are required to travel to or from work during rush hour might be burning gasoline just by sitting in traffic jams. Perhaps the working hours could be rearranged. Mostly, though, listen to what your people have to tell you.
These two meetings need not last more than 20 minutes each. Be sure to list the suggestions where everyone can see them for a day or two. Just jot them down as they are spoken and post the list.
This brings us to day three. On this day post a little note asking for two or three persons to be the "strategizers" with you in how to help with the gasoline crunch.
Once the process gets this far something workable will emerge. Go with the flow.
What happens in this approach to stress management is that the work schedule gets influenced by the challenges involved with getting to and from work. That is, the real life needs of your employees become a consideration instead of only what is the most efficient and productive schedule for maximizing profit. Letting yourself listen and be influenced is what will make you a good leader. But it also sends the message that you do consider the stress of your employees significant and you are willing to do what you can to help.
Send that message, every day!
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