David Bowman

Every year, approximately 30,000 Japanese workers die from “karoshi” - they literally work themselves to death, according to Entrepreneur magazine. No such epidemic exists in the U.S. yet, but the medical journal Annals of Internal Medicine has reported that 24 percent of U.S. workers surveyed now suffer fatigue for periods longer than two weeks. And, job stress was high on the list of causes for this fatigue. In fact, the United Nations’ International Labor Organization has indicated that 75 percent of American workers consider their jobs stressful.

Much of this stress results from global competition and economic conditions that have caused reductions in force nearly everywhere in American business. Whether it’s called downsizing, rightsizing or organizational flattening, fewer people are now doing what previously had been accomplished by larger staffs.

Employees are complying with increased demands, in terms of both quantity and quality. The developing trend is to employ an inadequate number of staff members and work them to the maximum.

The resulting stress isn’t limited to any one level of employee and is resulting in burnout - the symptoms of which include apathy, lack of energy, irritability, errors, complaining, tardiness, absenteeism, illness, decreased motivation and substance abuse.

When these symptoms appear, the smart manager will deal with the problem (perhaps through an employee assistance program) or the individual in question will spiral downward until either a resignation or termination occurs.

There is very little organizations can do about the global and economic conditions requiring leaner staffs, but there are many actions that can lessen the impact of stress and burnout that comes from having to do more with less.

Make sure square pegs are in square holes. Sometimes people pick the wrong jobs for themselves, and managers do nothing about it. If an introvert is trying to be a salesperson, stress, burnout and less-than-high productivity is likely to result.
Of course, what may cause stress for Sally may not be a problem for Sam. To help reduce stress and create productivity, managers should ensure staff members are in the “right” job. There are many career assessment instruments available to help in this process.

Create worker empowerment. When employees feel they have no control over their work, stress and burnout can occur. These were the findings of a study by Cornell Medical College.
This doesn’t mean management must totally give-up control. But, worker control over small issues - such as prioritizing which of three things must be done first - often can minimize burnout. The concept of self-managed work teams also can provide employee control over work, as well as free-up managers.

Provide proper training. When workers don’t know how best to perform a task, anxiety and frustration will likely result, which causes stress and (ultimately) burnout. Employees should always know what to do and how to do it. If instruction hasn’t been offered, employees should ask for it.

Create a listening management. Nothing alleviates employee stress more than knowing someone is listening to and caring about what is being said. But, listening is only the first part of the solution. Action also is needed, even if it’s a failed attempt to deal with an employee problem.

Of course, as good as these actions might be, employees eventually must deal with their own stress and burnout.

Here are some suggestions - for employees at all levels of an organization - to create a more relaxed workplace...

1. Get to work 15 minutes earlier every day, thus taking the “rush” out of the morning.
2. Don’t trust memory. Write down as much as possible.
3. Try not to over-schedule projects. Don’t promise what can’t be delivered easily within the stated time frame.
4. Be realistic regarding standards. Don’t set or agree to standards that are beyond your reach.
5. Maintain a sense of humor. Even a disaster has its funny moments.
6. Plan B should always be ready.
7. Blow off steam. Holding in anger, frustration or any other stress-causing emotions can only lead to more serious issues/problems.
8. Each evening, prioritize activities for the next day.
9. Establish deadlines and stick to them.
10. Take some quiet time for meditation or deep breathing, particularly when stress is building.
11. Before making or taking a phone call, ask, “Is this call really necessary?”
12. Eliminate or deflect drop-in visitors who waste time.
13. Try to avoid traffic or public transit rush hours by changing the work schedule.
14. Decide if a job can be delegated to someone else.
15. Don’t always say “yes” when asked to do something.
16. Decide if a meeting is really required. Are there alternate ways to distribute or collect information?
17. Try to understand the other person’s point of view. Listen and gain insight.
18. Stay positive. Focus on the available resources, instead of those that are not available.

Through individual awareness of workplace stress and how it can be controlled, employees at all levels of organizations can remain healthier, happier and more productive - even in lean and mean times.

Top-selling author, consultant, Fortune 500 executive, entrepreneur, educator, actor/lecturer – David Bowman – has helped many thousands find more productive, fulfilling and higher paying careers. And, he’s improved individual and team productivity at corporations throughout the world. He is known as America’s Human Capital Consultant.

David is the immediate past president of the International Association of Career Consulting Firms, as well as Founder and Chairman of TTG Consultants, a Los Angeles based, international Human Capital consulting firm with over 200 partner offices worldwide.

He specializes in career and corporate change/transition, and his “career advice” is often featured on many national TV and radio news/talk shows. He is the author of several books and audio series (on audible.com, amazon.com and iTunes), and frequently writes about career and workplace issues in newspapers and other periodicals. His university lectures and public seminars have re-focused careers throughout America.

David’s corporate management career has included: The Mead Corporation where he was honored as Marketing Man of the Year, Continental Can Company where he directed sales and joint ventures in over 50 countries, USM Corporation and several entrepreneurial ventures.

His education includes Dartmouth College and Stanford University Graduate School of Business.

His credos are…

“You do best what you best like to do – so DO IT!”

– and –

“Your career is a business, so manage it like one!”