6-minute read, 9-minute listen
Channeling this past weekend’s NYC Marathon, the end-of-the-year sprint at work has officially begun. And it’s accompanied by stress.
Stress isn’t necessarily a bad thing; it’s part of our daily operating rhythm at work and in life. There are two kinds of stress: healthy stress, the happy marriage of a lot to do and a sense of accomplishment and momentum, and unproductive stress, which leaves us feeling overwhelmed and unable to manage the workload and deadlines. Healthy stress creates positive energy; unproductive stress leaves us tired and unmotivated.
With final deadlines looming large and many tasks still to do, end-of-year stress isn’t new to anyone. Here, we will discuss three often overlooked areas for creating positive momentum and higher levels of healthy stress for your team.
Autonomy
Most of us work in environments with rapidly shifting deadlines and priorities, so we know that prioritizing, whether for yourself or with supervisor support, is key to mitigating stress. Yet, an often-overlooked area that causes unhealthy stress is unclear decision-making parameters and project autonomy.
Robert Karasek’s 1979 (and still valid today) The Demand-Control Model of Job Stress proved that having control over decision-making in our work leads to healthier levels of stress. When we believe that the process or outcome is beyond our control, unhealthy stress levels rise, causing us to feel frustrated and overwhelmed.
For you and your team, clarity in decision-making parameters and project autonomy is a key to productivity and positive momentum.
Autonomy Clarity for You
If you feel a lack of control, identify the projects and advocate for ownership. Build your case for why you are the right person and come prepared with a work plan to demonstrate your commitment. Project autonomy promotes decision-making clarity by setting deadlines, initiating collaboration, and owning the outcome. The sense of accomplishment that comes from successful completion boosts energy levels and optimism.
Yet, owning projects is time-consuming, especially near the end of the year. If you advocate for autonomy, you’ll likely need to say ‘No’ to requests that distract your focus. There are ways to say ‘No’ and still remain a trusted colleague. Clarify your ‘No’ response by explaining why “not now” or “not for this, but I can help with something else that aligns with this project” helps colleagues understand your priorities and deliverables. Consider offering your expertise as an advisor rather than an implementer, which is less time-consuming yet still valuable.
An important caveat: sometimes there is just too much work and not enough people, so be reasonable and flexible with your boundaries. Be aware of what’s happening at your organization on the macro level with staffing and deliverables before saying ‘No’. Balancing ‘No’ against building professional goodwill is a delicate endeavor.
Autonomy Clarity for Your Team
If you’ve noticed that your team has lost some of its mojo, first examine your workload and evaluate which projects represent professional growth and can be delegated with you acting as support.
Collaborate with your team members to reprioritize work to accommodate new project ownership. Outline how you will support their efforts and stick to the plan. As your team assumes ownership, support them in upskilling their junior members to enhance leadership skills.
The supported transference of project ownership can have a net positive effect on the outlook and energy levels of your team. The key to success and avoiding burnout is clear communication about expectations, decision-making boundaries, support offered, deadlines, and available resources. Without a well-thought-out communication plan, the transfer of projects can devolve quickly into unhealthy stress.
Access
Access and autonomy are partners. Gaining access to knowledge, resources, and people is a powerful confidence boost. Access to knowledge and resources begins with prioritizing professional learning. Staying current with industry themes and trends by talking with your network, attending conferences, and incorporating daily industry reading is the foundation needed for making sound decisions.
As everyone is sprinting toward the end of the year, make any requests for help clear and focused. Knowing where to turn for information and help lowers harmful stress and increases productivity.
Association
With a lot to do by year-end, it’s easy to put your head down and check the boxes. Now is the perfect time to strengthen connections and boost your team’s collaboration. Utilize a 20-minute huddle to focus on who needs and who can offer help. Let your team own this collaboration process, with you acting as support and an accountability partner. A connected, communicative team makes your delegation easier and increases the likelihood of project success.
When the team feels connected with one another, there is a safety net in place that can keep harmful stress and burnout at bay. That same group will share in the success, which helps keep energy and productivity high.
Endings are as important as beginnings. Your team will remember how they felt at the end of the year. By focusing on project autonomy, resource access, and team association, you can build positive momentum and energy for your team and finish strong with a sense of satisfied accomplishment.
Thank you for reading.
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