Working Smarter

Bounce Back from Anything with the Resilience of Life's Silver Lining

Posted by Joe Robinson

Kings Canyon overlook.jpg

TO ERR IS HUMAN; to forgive divine. Especially when it comes to forgiving ourselves. It’s hard to let an unforced error or rough event go. We can be tougher on ourselves than the worst boss. That’s despite the fact that most of life is trial and error. 

Setbacks shake our confidence and faith, but they are not the end, even if they seem that way. That is because the essence of our species is adaptability and resilience. It’s hard to see that when we are in the middle of adversity, but we are super-hardy characters.

FINDING YOUR FOOTHOLD

Life itself is tenacious. I was hiking in Kings Canyon National Park a couple weeks ago on a trail that leads into the backcountry of one of America’s wildest parks. The trail follows the ascending South Fork of the Kings River, a raging whitewater flood after this year’s snows, and rises in the shadow of massive granite cliffs on either side gouged out by glaciers thousands of years ago to form a natural stadium carpeted by conifers.

Yet even on the steep walls of granite, it was easy see how stubborn life is. Sugar pine and manzanitas pop out from slivers of cracks in the sheer granite. Seeds blown hundreds of yards by gusts or deposited by birds fell into cracks, and nature did the rest. The trees hang on as if glued to the rock through bitter, stormy Sierra winters, roots battling solid rock to make a stand where they have no right to be.

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Get a foothold, and you can persevere, they tell us. For humans, that foothold comes in the form of a nutrient that helps us persist no matter what shakes us: optimism. It allows us to let go of negative events and the lingering thoughts about them by shining a light on a path forward. It doesn’t end pain and further setbacks, but the more you exercise your option to adjust to circumstances by taking a positive view, the more you broaden and build resiliency to life's slings and arrows, something we learn how to do in my stress management training and resiliency keynotes.

Winston Churchill said that the pessimist sees the difficulty in every opportunity, while the optimist sees the opportunity in every difficulty. As researchers led by Barbara Fredrickson at the University of North Carolina have discovered, the positive emotions that come from the optimistic approach broaden and build our resistance to setbacks and increase resilience by focusing on the opportunity in difficulty.

FIGHTING THINKING TRAPS

Most of us would assume that the essence of resilience was something more macho than optimism. It doesn’t feel “warrior” enough, but the research shows it most definitely is. When we can see past the mistake, setback, or reversal through a belief that the verdict is not final, that all is changeable and momentary, we are defeating our toughest enemy, the inner critic/doubter that wants to stamp every adversity with the mark of permanent failure.

It takes serious fighting ability to shut down the default to view a setback as calamity, which is what the false beliefs triggered by the stress response want you to buy. We can overcome, though, by using what’s known as optimistic explanatory style to vanquish negative events.

It’s an adaptive skill that allows us to reframe events away from the negative three Ps, as the University of Pennsylvania’s Martin Seligman calls them—taking things not as “permanent, pervasive, and personal,” which is our first instinct, but as temporary, specific, and non-personal, as one-time, one-off situations that don’t effect every facet of our lives.

Some lucky people come by this skill naturally, always finding a silver lining or having a bias for action that allows them to take steps immediately forward that get them out of rehash, rumination and dwelling on the setback. Yet anyone can fight off the trap of pessimistic framing and bunker mentality if they know how to challenge the stories in their heads.

Managing the stories we choose to buy or not in our brain determines everything—self-belief, confidence, spirit, vitality, defiance, resistance, persistence, internal validation, all the tools we need to overcome setbacks. Most of the time, though, the thoughts and their stories are managing us, instead of the other way around. We take the most ludicrous thoughts seriously—because they are in our head. They must be true.

REBOUNDING FROM THE ABYSS

No, there is a lot of flotsam and jetsam sloshing in and out of our heads without our cueing any of it. Automatic thoughts. Worries. Fears. False beliefs. Our mind has a mind of its own. Taming that mind and the nonsense it can dream up is a daily practice, choosing what to ignore, what to reflect on, what to reinterpret and frame. This latter piece is the foundation of resilience, in which we counter the worst-case mindset with the power of possibility.

Oz Sanchez was a 25-year-old Navy man riding his motorcycle in San Diego when a car ran a stop sign and sent him flying off a 12-foot embankment. He landed on his back on a pile of rocks. He suffered a spinal cord injury, just a few days before his wedding. In an instant all hopes for the future were obliterated.

He would be in a wheelchair the rest of his life. “It really took a toll on me,” Sanchez told me. “I went into a very dark area, depression.”

Perfectly understandable. What could be more defining as permanent than a spinal cord injury? Why go on? The blow seemed too hard to bear. Months and months he lay in a body cast. Feeling helpless was a new experience for Sanchez, who was a proactive personality by nature. His friends and family tried to encourage him, but it seemed bleak.

One day at the hospital, though, he saw a wheelchair with a hand-cycle used for racing. It touched off a curiosity, one of the most important ingredients in finding a new path forward. Could he do that, pedal with his hands and compete in a sport?

The idle thought turned into a goal to try, and the cracks in permanence began. He began to build his upper-body strength and endurance, empowering acts in themselves. After a year of training, he entered a 10K race and finished it. It was exhilarating not to feel helpless. He was back in touch with his core needs of autonomy and competence, which we all need to feel gratified. Sanchez learned that he was not permanently exiled from movement, life, and achievement. He could change things.

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Photo: Oz Sanchez in action.

He would go on to become a multiple world champion in the sport of handcycling, and he won a gold and a silver medal at the Beijing Paralympic Games. Today, he is a renowned athlete and motivational speaker.

He is not alone in his comeback. Studies show that the majority of people who suffer spinal cord injuries go back to the well-being set-point they had before their accident. We are remarkably resilient.

THE COURSE OF COURAGE

The course Sanchez took was fueled by the courage to adapt, adjust, and imagine what-if. He got around the setback by not viewing it as an end to all aspects of life, to his self-definition, to potential achievements. Instead, he saw it as something that he had to work around and work with. His state and most importantly, the way he thought about his situation, was changeable, a key factor in optimistic explanatory style.

The story he wound up telling himself was not “woe is me,” or “why me?” He opted out of helplessness, a major driver of depression. He took a proactive course to physical training, learning a new skill, handcycling, and he also set a goal of getting his business degree, which he did. None of it would have been possible without Sanchez being able to reframe his story from a permanent catastrophe to a challenge he could surmount.

There is so much more in us than we ever tap, and it has the possibility to emerge when we rise to the challenge of setbacks and not allow them to define us. Negative events we experience and the emotions they set off in us are ephemeral. Only we can perpetuate them by clinging to them and bucking the nature of life: change. The adaptable species may not love to change, but embracing it is what life is all about—growth. That’s what our core, our brain wants—progress.

Like the tree-sprouting granite, we can make our stand wherever we find a toehold, however small or cramped or exposed. Then we set a course for growth, rising above momentary emotions and circumstances no matter what the elements throw at us.

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Tags: optimism, optimism and stress, optimistic explanatory style, resilience, persistence, stress management training

Don't Take the Bait of Panic, Stress, and Catastrophic Thoughts

Posted by Joe Robinson

Crazy guy.jpg

You turn your wallet upside down, but can’t find it. Your credit card is AWOL. Immediately, the heart rate quickens and thoughts careen to catastrophes. Is someone running up a huge tab at the local jewelry store? Is your identity being stolen?

Or maybe you just got rejected on a critical sale, one you had told your team was in the bag. The self-talk goes to crazyland. You’re going to lose your job. You’ll be on the street. If you want proof that everyone has a creative side, just look at the worst-case scenarios we all have concocted under the influence of stress and panic. Who needs Stephen King or Wes Craven when we can tap in to the wildest horror movies inside our head?

LUCID TO UNHINGED IN A SECOND

Panic. We can go from zero to 10 on the freakout scale in a second. In an instant, ability to think clearly and use the intellect to solve a problem is blown up by irrational fear and hysteria. Panic is the last thing you want to do in moments like these, so why would evolution select out this over-the-top counterproductive habit?

It's a mistake, just like the stress response is when it goes off and your life is not on the line. Bad gray-matter architecture puts the ancient, emotional brain in charge in times of perceived threat, thereby making us prone to fly off into unhinged territory when something overloads coping resources.

As we discover in my stress management training programs, learning how to manage the panic button and the stress it sets off is a crucial skill we all need. Life is, in essence, a battle to keep the fear down, to not fall for the calamitous alarms of our overwrought security equipment.

Defaulting to hysteria in a difficult moment, not only makes the situation worse, the job worse, the relationship worse, it also is a reaction that is obsolete, built for another time and place 200,000 years ago.

Panic is a sudden shock to the system that jolts all stress response mechanisms into immediate gear for two purposes, neither of which has to do with thinking: 1) fight or 2) flight. Back before humans had the brain organs or ability to weigh pro and con and analyze a potential threat, all we had was the limbic system, the emotional brain, to respond to threats to life and limb.

Early humans couldn’t be trusted to think their way out of a potential mortal jam, so the brain was designed to respond with panic, instead, which would result in either a sprint out of harm’s way or standing ground and battling it out with a caveman stranger or saber-tooth tiger. Panic supercharges the body’s defense system that pushes blood to the arms or legs to survive dangerous encounters.

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The problem is that panic doesn’t work in a world of social stressors, where clarity of thought is needed to solve problems and the threats aren’t life-or-death. The problem is that, even though we have a modern, analytical brain today, we're stuck with the panic response, because stress hijacks the 21st-century faculties of the cerebral cortex and puts the irrational, limbic dolt in charge.

It doesn’t make sense today to run a mile and hide in some bushes when a problem arises, or to deck the first person you see when the 200th email of the day has hit your box and pushes the overload button.

THE STOWAWAY

Panic is an errant stowaway from another epoch that does more harm than good by setting off false alarms that drive catastrophizing, chronic stress, and projected fears that feed thoughts with pure fantasy. We make poor choices, lash out, get in car accidents, because we are not thinking, only acting.

One of the hidden keys to a less stressful and happier life is managing the panic reflex. Don't buy the first disastrous thoughts in your head after something goes wrong. How often have those imagined catastrophes come true? Don’t panic. Process. That’s what the brain is for. It’s a processing center, weighing the facts before a conclusion. Panic removes the modern brain from the equation. We have to prevent that from happening.

Getting it under control means managing reactions. It’s not what someone does or says to you that causes the panic of the stress response to go off; it’s your reaction to those things.

Thoughts triggered by our reactions to setbacks drive the whole stress train. They are false beliefs, since the ancient brain hijacks your modern gray matter with visions that are exaggerated, distorted fiction. The longer panicked thoughts aren’t disputed, the more they entrench in the brain and appear real. Just because thoughts are in our head doesn’t mean they are real. Thoughts aren’t real. Only experience is real.

Panic is triggered by reflex emotional reactions. To manage it, we have to become experts in nonreaction. That means training ourselves not to go off when difficulties arise or catching ourselves when panic strikes.

DON'T FALL FOR THE HARE-BRAIN

We have to learn not to take the bait of stress and fear. Panic and the stress alarms of our ancient brain are cons. They can’t operate without our cooperation. We set ourselves up when we let things push our buttons, and we fall for hare-brained visions of calamity.

When something triggers panic, a racing heartbeat, and thoughts of doom, we need to step back, take a series of deep breaths for a couple of minutes and repeat out loud, “I don’t react.” That brings back the 21st-century brain from the clutches of hysteria. It restores power to you as well as rational thought, and those two work together as your natural smelling salt. The longer a stressor is not disputed and resolved, the more its false catastrophes spiral.

That leads to awfulizing and rumination, or obsessive replay of the event or the fears from it, which turn false beliefs into seeming reality, so it’s crucial to get thoughts out of your brain and on paper or a screen.

Make a list of catastrophic thoughts. How true are they? Now lay out the facts for the most likely story of what’s taking place. Bringing out the facts of the situation and analyzing them restores command to the modern brain. Now tell yourself a new story that reflects your situation and abilities going forward. Say, “Yes, I lost this sale,” or “I’ve got a lot on my plate,” “but I can handle it.”

How we explain why bad things happen to us is crucial, not just to keep panic at bay, but also to create an “explanatory style,” as researchers call it, that promotes an optimistic outlook. Studies have shown that people who use self-talk that frames events in a more optimistic and passing way, as temporary and not permanent, for instance, have fewer major medical issues earlier in adulthood and lead more successful and happier lives.

The counter to stress triggers and the panic that can set them off is control. The more perceived control you have over a given situation, the less stress. Panic is the state of having no control.

That’s a lie. You do have control. You have a choice in how you respond to the situation. You have imagination to create solutions to challenging scenarios.

And you have resilience. You overcome thousands of challenges in the course of your time here. It’s what we do. There’s no need to panic, because we’ve always gotten through it, and panicking wasn’t even one iota helpful in doing so.

The urge to freak out when setbacks occur is an obsolete reflex we no longer need to survive on this planet. The outlandish, catastrophic thoughts that come from panic are for naught. It’s just the roller coaster of life. What can go wrong will. Accidents happen. And we can think before we react.

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Tags: panic, awfulizing, catastrophic thoughts, stress and fear, stress management training, managing reactions

The Science of Work Recovery: How to Leave Work Stress at Work

Posted by Joe Robinson

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IN THE BEST stress management advice ever delivered in a pop song, Paul McCartney gave it a good try. Though tens of millions heard his plea, few “let it be.”

McCartney had it exactly right. So much angst in life has to do with the inability of the brain to let go of things. A schnauzer or a tabby is adept at this, dropping a stressful moment like it never happened. Humans, unfortunately, did not get this talent.

DETOXING BY DETACHING

Stress is a byproduct of exaggerated fears and thoughts we give life to by hanging on to them and ruminating about them incessantly. Rumination entranches false beliefs and makes them appear real. It’s pretty darn masochistic, but most of it comes from autopilot behavior programmed by an overactive defense system. We can opt out of reflex cling mode with awareness.

One of the keys to managing a major source of circular worries, job stress, as well as creating better work-life balance, is leaving work at work. That shuts off the day's stressors and allows the body to repair itself from the effects of strain and tension. It’s called work recovery by researchers, a process of detaching from work thoughts and engaging in experiences that help restore the body to pre-stressor levels. It's a reset button that flips the switch on stowaway stress with proactive recovery strategies.

Initiating leisure and recuperative strategies is something few of us are equipped for in a culture in which idle time is the devil’s time. As a result, most of us go home without a plan for how to let go of the day’s events and shift over to another mindset. And managers would never imagine that they can play a major role in the process simply by encouraging staff to recharge after work in whichever way they enjoy—exercise, to music and hobbies.

The science shows that psychological detachment from work through relaxation and recreation isn’t something to feel guilty about—it’s essential for attention, engagement, and health. Without recovery from the strain that results from unmanaged demands, any number of medical issues, from cardiovascular disease to irritable bowel to burnout can occur, as well as poor performance, cynicism, presenteeism and absenteeism.

RECOVERY IS A TWO-WAY STREET

Research by Sabine Sonnentag and Charlotte Fritz and others has documented that a break from the work state of mind allows recovery from strain and ends the pattern of negative affect that drives pessimism and chronic stress. Studies show that people who are able to detach from the day's work tensions are more likely to report positive mood in the morning and a reduction in stress. No doubt, these folks are also having a lot more fun, since stress suppresses the play equipment in the brain.

New research shows that turning off the stress replay machine after work is as critical for employees and leaders as it is during work hours, and that managers can play a key role in helping employees restore well-being at home. A study that looked at the intersection of supervisor signals and norms around recovery (Bennett, Gabriel, Calderwood, Dahling, Trougakos) found that when employees are encouraged by managers to unwind after work, they are more likely to do just that, leading to a healthier staff and workplace. “If supervisors adopt norms supporting employees leaving work at work, employees will seek to meet these expectations,” the authors wrote. 

Supervisors who are supportive of exercise, recreation, and pastimes have a big influence on the employee’s ability to shift out of the work mind and get the relaxation, social interaction, or detachment they need for recovery. Job strain and time pressure over the course of the day tax mental resources, requiring extra effort to get anything done. If energetic and self-regulation resources burned up over the course of the day aren’t replaced, it comes out of our performance hide the next day and the next in the form of fatigue, researchers have found. The toll has to be countered on a daily basis. 

READING THE SIGNALS

When managers don’t signal that it’s okay to step back after work, the Bennett, Gabriel study found that employees are more prone to take work home with them and to ponder work issues. This tends to occur when supervisors and employees have a very tight connection, which is usually a good thing, especially for employee engagement. But when people are very close to their leaders, they want to help them out more, even to their detriment of not being able to let the office go after work and doing more than they can do well.

It starts with something as basic as asking what a staffer is doing to recharge and refuel. Inquire about hobbies. What do they do for exercise? Let them know that performance is the sum total of the whole person—energy, health, optimism, and mood. People who go home with negative affect and stress that is not alleviated come back to work the next day with negative affect. Let employees know you want them to leave the workday at the office and live a healthy life outside it, since a fresh and energized mind is the key to productivity in the knowedge economy.

So what can we do to restore resources at the end of the day and shut off the stress loop? Let’s look at the four main routes to work recovery: psychological detachment, relaxation, mastery, and control. Studies show that these recovery processes can reduce fatigue, increase work engagement (Brummelhuis, Bakker) and improve health and well-being (Sonnentag, Binnewies, Mojza).

 FOUR RECOVERY KEYS

1. Psychological detachment. This is a fancy description of something pretty logical. Stop thinking about work and the worries that flow from it. It's easier said than done, though, when the adrenaline is high after a tough day and/or commute, and the rumination parade of projected anxieties is under way.

Continuing to think and talk about work issues keeps you mentally at work, so find ways to change the subject. Another option is to create physical and electronic barriers to prevent the default to a desk or work emails and help separate work and home. Imagine yourself flipping a light switch off as you leave work. You’ve switched over to another job now, your life.

2. Relaxation. There is a false belief in our work culture that you have to be at the threshold of pain or near collapse before you are entitled to relax. Taking care of yourself needs no justification. Relaxation is built in to the human physiology. Activation periods of stress are meant to be followed by the reparative parasympathetic system of rest and maintenance. Relaxing is essential to recover and restore the body and the brain's equilibrium to pre-stressor levels. 

Create a buffer zone when you get home from work of 30 minutes or more if you can to do what you like to do to relax—go for a run, meditate, hit the gym, listen to music (one of the best stress shifters since stress is dependent on dire mood). Make it a routine. 

3. Mastery. Research shows that mastery experiences are one of the best ways to promote recovery and knock out stress. These are activities done outside of work that allow for personal growth, skill-building, and learning. We all have three core needs--autonomy, competence, and conection with others. Mastery experiences put us in touch with these needs and get us aligned with who we are. 

Whether it’s cycling, salsa dancing, learning a musical instrument or a language—studies show that the mastery process can shut off stress activation even in the middle of work, at lunchtime, as well as at home. Identify things you want to learn, potential passions, and you crowd out negative affect with positive autonomy and competence. A passion can add eight hours of joy to your week, the ultimate antidote to stress.

4. Control. The activating ingredient in stress is control, or rather, the lack of it. The more control, or latitude, we feel we have over a stressor, the less perceived stress. There are two sides of the control issue, control at work, i.e., having the ability to make some decisions about work processes, not the work itself, and leisure control, deciding how to spend your off-hours. Find ways during the day to experience more choice over how you work, or get a shot of it on a break. One study found that playing a computer game on a break increases recovery (Reinecke). 

Increased leisure control reduces strain by helping you feel more in charge of your life and able to put aside a bad day with something that lifts you up and is autonomous. The idea here is to identify what you, not others, like to do for fun and recreation and indulge it regularly. You have to be entrepreneurial about your leisure activities. No one can choose them or make them happen but you. Most of what we do outside of work is ad hoc, minus thought or planning. Put leisure ideas and activities on the calendar, or they don’t happen. Take your life as seriously as your work.

The strain-stress cycle is pretty simple in its insidiousness. It goes off automatically and we react on reflex, fanning the false alarms with rumination and helplessness. The solution is getting off autopilot,  contesting stress, and engaging in recovery processes that help us get back to the pre-stress state. Work recovery science shows us the way forward, that managing stress is both a proactive work AND life process in which we learn how to put McCartney’s advice to work. And let it be.

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Tags: stress management, stress management training, stress relief, work stress, work recovery, burnout

You Are What You Say: Words That Create Stress and the Best Phrase to Shut It Down

Posted by Joe Robinson

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HOW MANY TIMES have you worried about a future event, only to have nothing dire happen? The answer, I’m guessing, is more than a few. We’ve all been down this path so many times—sweating up a dump truck of angst, only to have zero dreaded results take place. It’s almost disappointing that the bad event didn’t happen, you put in so much hard-fought consternation over it. 

Why do we worry when there’s so little chance of any of it occurring? We’re designed to be worrywarts. It’s part of the defense equipment that has allowed the species to survive this far by erring on the side of the negative—and, as a result, to stories as imaginative as anything penned by Melville or Kipling.

FEAR'S FICTIONAL TALES

Fear makes us all expert storytellers—and not-so-expert predictors. It specializes in creative worst-case scenarios and a stream of fiction that drives stress, "awfulizing," and the chronic anxiety process.

Stress comes, not from anyone else, but from the story we tell ourselves about a stressful event—in other words, from our own thoughts. That story is supplied by an ancient part of the brain that is out of its depth in a world of social stressors and sees everything through the lens it was created for, threats to life and limb. Any threat that overloads coping ability sets off this one-track alarm in the emotional limbic system and its hub, the amygdala.

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Since it believes you are about to be deceased, the brain yells fire in your mental movie theater, concocting stories way out of proportion to the event and awfulizing bordering on the hysterical. But you are not about to expire, you are simply caught in a reflex false belief that can only exist if you take it seriously.

Crucial to the illusion is the language of stress. It produces a vocabulary that reinforces extreme, black-and-white thinking and its stories, which must be true, since they are in your own words. Except they are not.

The first thought that goes off in the brain after a setback is a catastrophic one. The self-talk tells us that it’s the end of ego, job, relationship, life as we know it. This all-or-nothing thinking is made convincing by the language that comes with it, such as, “I’ll never get that client,” or “This always happens.” "It's over." Terms like always and never exaggerate the setback, ratcheting up anger, fear, or humiliation into the life-and-death event they are not.

INFLAMMATORY LANGUAGE

The words we speak under the influence of the stress response make the false stories appear real and set up a cycle of rumination, or obsessive thinking, i.e., worrying about the stressful event. The most destructive words are those that explain things that happen to us as permanent and pervasive, such as “never” and “always,” “completely,” “can’t,” “forever,” “finished,” “impossible.” They are a trap, leaving no way out, and they are utterly false.

This kind of language can lead to what's known as a pessimistic explanatory style, describing why events happen to us in a negative way, which has been shown to be very bad for health and performance and success on the job. People with negative explanatory style get major illnesses much earlier in life than those who have an optimistic explanatory style, they are less productive and have less rapport with colleagues.

We are what we say we are. The language of stress inflames the irrational emotions that drive chronic stress and pessimism. Or the words we use can open the door to a response that fosters resilience in the face of challenge.

One of the keys to exiting exaggerated, negative framing is avoiding the phraseology of permanence. Stressful events are not permanent. They are temporary, because the state of life is change.

This is the road out of all-or-nothing catastrophic thoughts—not taking things permanently but merely as a passing storm, after which there will be clear skies again. Words direct the role we play. They have the power to make us either helpless cynics or persistent in reframing stress and making adjustments to stress triggers.

Terms that emphasize the momentary nature of the setback or anxiety, such as “recently” or “lately,” restore the 21st=century brain and rational thinking. It’s the belief that a situation is permanent that fuels the panic that keeps the fight-or-flight response going. We can turn that false belief off by choosing to describe setbacks as momentary and learning how to manage reactions through stress management training something I teach in my stress management training for groups or individuals.

THE POWER OF MAYBE

One of the best terms for doing that is a word that doesn’t get a lot of respect—“maybe” or “may be.” We associate the term with indecisiveness, but in the right context, strategic "may be’s" have the power to defang the false belief of permanence and signal that you’re not out of options. It’s also very useful at keeping expectations in line—another driver of stress—and holding out hope when none is in the picture.

“May be” acknowledges reality as it suggests the potential for better circumstances. It’s a term that recognizes that the indisputable fact of life and mortality is not that situations and people stay the same; it’s nonstop impermanence. It’s our failure to accept the true nature of things, change, that is a key source of human suffering. 

A classic Taoist tale about a farmer’s misfortunes speaks eloquently to how the right phrasing can prevent a rush to the cycle of worry and woe-is-me. In Tao: The Watercourse Way Alan Watts tells the story of a farmer whose horse ran away. “That evening the neighbors gathered to commiserate with him since this was such bad luck. He said, ‘may be,’ The next day the horse returned, but brought with it six wild horses, and the neighbors came exclaiming at his good fortune. He said, ‘May be.’ And then, the following day, his son tried to saddle and ride one of the wild horses, was thrown, and broke his leg. Again the neighbors came to offer their sympathy for the misfortune. He said, “May be.” The day after that, conscription officers came to the village to seize young men for the army, but because of the broken leg the farmer’s son was rejected. When the neighbors came in to say how fortunately everything had turned out, he said, ‘May be.’”

All things pass, especially emotions, which are extremely ephemeral. The goal, then, should be to have words and phrases that counter permanence ready to deploy when setbacks send us down Forever Road. What terms could you practice and have on hand on a Post-It for the next time stress pops up? What about: “It’s momentary.” “It’s temporary.” “It’s not life-and-death.” “I can cope with it.” “I can handle it.” “Stay neutral.” “Recently, these things have been happening.”

These phrases bring back the 21st century brain hijacked by the primitive limbic system. The experience of spoken words can trump unreal thoughts by shutting off the spiral of pessimistic and panicked thinking. The earlier in the stressful event you can fight back with positive terms the better, since extreme, pessimistic thoughts take root the longer they go unchallenged. 

Worrying is a self-infliction. So we have the power to manage the language that give the false beliefs of stress credence. Counter your inner hysteric with terms of resilience, and you take back the script of your life.

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Tags: stress, job stress, stress management training, managing stress, awfulizing, stress management programs, catastrophic thoughts

The Most Important Stress Management Weapon We Don't Know We Need

Posted by Joe Robinson

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The surprising thing about stress is that it's not caused by anyone or anything else. The danger signal that trips the stress response is triggered, not by external events, but by what you think about those events. I hate to tell you this, but it’s the story you tell yourself about a stressful event, that activates stress. And that's very good news, because that means you can change the story and shut off the stress.

WHY BAD THINGS HAPPEN

It certainly doesn't feel like good news when stress erupts. That's because the story set off by stress is a highly catastrophic one. The ancient part of the brain that trips the stress response thinks you are about to die that second. As a result, it feeds the brain with an extreme thought, a false belief that immediately jumps to worst-case-scenario thinking and ruminating about dire outcomes.

The pattern is autopilot, unless we stop the emotional reaction by bringing back the 21st-century brain and the right way to frame negative events. How long we stay trapped in emotional awfulizing and rumination depends on a style of self-talk known as “explanatory style,” how we explain why bad things that happen to us. 

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Explanatory style is a concept that isn’t hard to grasp. I see the light bulbs go on right away in participants in my stress management programs. Our thoughts are the problem, not what anyone else is doing to us. Manage the thoughts set off by the default stress reaction, and you control the demands, instead of the other way around. Turn off the danger signal, and the stress response stops in four minutes.

CONTROLLING SELF-TALK

When a threat overloads capacity to cope with it, whether it’s an argument with a colleague or 300 emails, it activates ancient survival equipment in the brain's defense hub, the amygdala, which hijacks the modern brain and turns over command to a stowaway from the year 100,000 BC. The so-called caveman/woman brain then locks in irrational emotions and the thoughts they unleash, driven by the false belief of imminent demise.

That triggers dire and pessimistic self-talk—“I can’t handle it,” “I’m going to lose my job and be out on the street.” Pessimistic explanatory style entrenches the false belief that the sky is falling or that nothing will ever work out. We buy the catastrophic story because it’s in our heads—it has to be true! No, they are mere thoughts, and thoughts aren’t real. Only experience is real.

There is another explanation for what happened other than the black-and-white, all-or-nothing frame of pessimistic explanatory style. Optimistic explanatory style reframes the reaction by bringing back the rational 21st century brain. Something simply didn’t work out. A mistake was made, and it’s survivable. You’ll do better next time. It’s hard, but you can cope.

PESSIMISTIC STYLE: HAZARDOUS TO YOUR HEALTH

Explanatory style isn’t just key to controlling stress. Researchers who tracked the health of a group of Harvard students from college through their sixties (Peterson, Seligman, Vaillant) were able to show that a pessimistic explanatory style is a serious risk factor for poor health in midlife and late adulthood. The way we interpret why things happen to us can literally make us sick, set off major health conditions, and shorten our lives.

The reason is that the stress response was only designed to be active for a short period of time, since it does serious damage to our bodies in longer doses.

It suppresses the immune system, shuts down the digestive and tissue repair systems, sends blood pressure skyrocketing, and increases the bad cholesterol while decreasing the good kind. All this is intended to harness the body's strength and push blood to the arms and legs to help us fight or run during the brief time we are in harm's way.

This is why chronic stress that goes on day after day, week after week, sometimes year after year, is a factor in the leading causes of death and why it leads to absenteeism and presenteeism. Stress ravages bodies, brains, and productivity. It constricts brains to the perceived emergency, so the chief productivity tool, attention, goes missing in rumination.

It’s no wonder, then, that programs that teach people how to control stress with an optimistic explanatory style have an immediate impact on health and performance. Stress management training programs, for instance, have been shown to increase company revenues 23% and cut absenteeism 24% (Munz, Kohler, Greenberg). 

FROM PERMANENT TO TEMPORARY SETBACK

The right explanatory style can make all the difference for an under- pressure organization, team or personal life. The pessimistic style sees negative events as permanent, pervasive (affecting every aspect of life), and personal. It can lead to what the University of Pennsylvania’s Martin Seligman identified as “learned helplessness,” a belief that there’s nothing that can be done.

That fuels pessimistic self-talk and terms that lock you in to the darkness—things “always” turn out bad, you’ll “never” make it. Seligman discovered that pessimistic explanatory style is a road that leads to depression.

Optimistic explanatory style reverses the negative self-talk with terms that reframe the situation from permanent to temporary. It’s a passing storm, like all storms. It’s not pervasive but specific to a certain situation. Therefore, it’s not going to affect everything you do for the rest of your life. And you don’t take the event personally. That takes the ego out of the equation and the emotions that gush irrationally from it.

The optimistic style brings back the analytical brain hijacked by the primitive emotional brain residing in the ancient limbic system. You can start to weigh pro and con again. The sky is no longer falling.

The power to manage stress is within us all when we shut down the false story of stress and reframe it with the right explanatory style. This skill can transform lives and workplaces. Without an understanding of how to frame pressure, pace, and workload, the default is to the reflex catastrophic story. With the right self-talk, you can manage any challenge. 

Stress management training can put your team on the path to effective performance. If you are interested in a program for your organization, click the button below for details on pricing and content. Reframe the overwhelm game.

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Tags: awfulizing, catastrophic thoughts, stress management training, stress, stress management, stress management programs, explanatory style, self-talk

Job Stress Increases Risk for Strokes

Posted by Joe Robinson

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Dozens of studies have shown the connection between job stress and cardiovascular disease and heart attacks. Now an important new study has found that high job strain also increases the risk of strokes, or brain attacks, by 22%. The risk is higher in women, 33%, and for the most common type of stroke, ischemic stroke, which cuts off blood flow to the brain, job strain increases the stroke risk by 58%.

As much as we would prefer to ignore it or call it something less charged, unmanaged stress has real consequences no one can afford to turn a blind eye to, whether employee or employer. This latest evidence shows that failure to control job strain can blow up the very source of productivity itself, the brain. This is an unforced error that doesn’t make sense. There are enough competitors out there ready to slice and dice. We don’t need to be doing it from within.

Stroke is the fourth leading cause of death in the U.S., affecting 800,000 people every year. It occurs when there is an interruption of blood flow to the brain, which prevents brain cells from getting the oxygen and nutrients they need, and they can die as a result. Stokes are caused by artery blockage or narrowing, which happens in the 85% of cases that are ischematic, by blood hemorrhaging in brain arteries, or by temporary blood clots in the brain, known as transient ischemic attack (TIA). Stroke can lead to temporary or permanent disabilities and paralysis.

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DEMANDS VS. CONTROL

The Chinese researchers who conducted the meta-study analyzed data from six prior studies on three continents, including one in the U.S. They looked at the effects of strain on a sizable 140,000 people. Their report measured how the subjects fared over four categories of jobs, each with varying degrees of psychological demand, or strain, and control over demands, the key factors in whether you feel you can cope with a challenge or not. Lack of control in the face of high demands flips on the danger switch in the body's ancient defense mechanism, the amygdala, and the stress response kicks into fight-or-flight mode.

The risk of stroke is least for people in low-cognitive strain jobs, such as manual labor, and highest for people whose jobs have high levels of mental load, time pressure, and management and coordination, but who have little control over their work. Even if you have high demands, if you feel you have some control over events, what's known in the stress literature as "latitude," that creates a sense of coping capacity, countering the strain. High threat-vigilant work has been shown to be the most stressful, which includes bus drivers, taxi drivers, nuclear facility workers and air traffic controllers.

High strain jobs are proliferating with the speedup in pace, inundation of email and interruptions, which slow things down and increase time pressure, and leaner operations, which increase workload and the perception you are overwhelmed. Without strategies to adjust these conditions and the perceptions they create, chronic stress can develop, and that is where the serious health and productivity blowback occurs. 

BUILDING COPING CAPACITY

As has been shown in Japanese studies of karoshi (death by overwork) victims, chronic high stress leads to unhealthy lifestyle choices—eating fatty foods, smoking, drinking, and no exercise, as well as other decisions that increase stroke risk. Meanwhile, chronic stress jacks up blood pressure, lowers the immune system, increases the bad cholesterol, decreases the good cholesterol, and boosts the risk of plaque buildup in arteries, which can lead to cardiovascular disease, a proven risk factor for stroke.

As with heart issues, it's critical to know the warning signs. Symptoms of stroke include numbness of the face, arm, or leg (often on one side), vision problems, headaches, speaking and understanding problems, dizzyness, and unsteady gait. 

The good news is that we don’t have to let high strain develop into stress. We can control it in our bodies and companies by making adjustments to how we work that turn high strain into manageable pressure. Our stress management training, for instance, gives individuals tools to increase their perceived control over tasks and events, which moderates strain and builds coping capacity. Simple changes to processes and operations can dramatically reduce stress triggers within the organization and increase performance along the way. There are few blocks to performance as effective as unmanaged stress, which drives absenteeism, cynicism, conflict, mistakes, crisis mentality, fatigue, and exhaustion.

BRAIN MANAGEMENT

Stress management is brain management, and brain management is productivity management. Stress constricts the brain to the perceived crisis of the moment, so it stifles planning and complex decision-making, which require a leap out of the current worry loop.  Brains under chronic stress make rash decisions, since the faculties of the analytical mind get hijacked by the impulsive, emotional caveman brain.

Most of us individually try to avoid things that make us unhealthy—cigarettes, high-cholesterol foods—but when it comes to stress, we don’t act or ignore the problem. We have been programmed to believe that it’s just the way it is, or that we can take it. Smoking increases the risk of heart disease by 20%. This new study says that job strain is just as risky for stroke, and considerably higher, 33%, for women.

Companies spend heavily to recruit and train the best talent, but then can jeopardize those skilled minds by not being proactive about stress management. The latest scientific evidence shows that job strain is no longer something that can be written off as just part of the day. The activation of stress itself is a signal that something is perceived to be an emergency.

I hope these latest findings can move us closer to a time when we see this threat for what it is—the single biggest threat to the nation’s health ($1 trillion a year in costs annually, according to U.C. Irvine’s Peter Schnall), and to the effective functioning of any organization in a time of digital, 24/7 demands.

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Tags: stress and productivity, work stress and health, stress management training, stress, stress management, job stress, stress management programs, stress and stroke

How to Control the Hidden Engine of Stress and Burnout: Rumination

Posted by Joe Robinson

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We all hate repeats, especially of dramas we are starring in. Those come most frequently courtesy of one of the main protagonists of stress, a rehash cycle known as rumination. If we weren’t so prone to repeated obsessing over things that push our buttons, there would be a lot less stress and depression in the world.

It turns out that one of the biggest culprits in the stress battle isn’t what happens to us. It’s what we think happened to us. That’s where rumination, or circular worrying, comes in, with exaggerated thoughts informed, not by facts, but by irrational emotions. It’s the obsessive replay over and over again of events that have overloaded our ability to cope with them that fan stress, entrench it, and convince us that there is a clear and present danger to life and limb, even though there isn’t.

GETTING OUT OF OUR OWN WAY

Turning off the rumination reflex is one of the keys to stress management and preventing your brain from being hoodwinked on a regular basis to believe it’s the end, when it’s simply a neuronic malfunction. All we have to do is get out of our own way, a course we chart in our stress management programs for individuals and organizations.

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Normally, thinking is a good thing. We don’t jump off the 100-foot cliff or floor the gas pedal in a parking lot. But that’s when the 21st century brain is in use. We can use rational faculties to weigh pro and con. The stress response, though, puts an ancient stowaway in charge of your mind in the form of the emotional limbic system.

Over-cogitating with a mind that has been sent back to the future to 100,000 B.C. doesn’t work so well. That is because the survival mechanism that is setting off the alarm bell, the amygdala, doesn’t have a clue about non-life-threatening social threats today. It only knows one kind of threat—imminent death.

As a result, the first thought we have when a stressful event occurs is a false belief, an exaggeration that blows events out of proportion with reality. Remember, a part of your brain thinks you are going to be an ex-sentient being at any second. It routes all thinking through what it believes is total calamity at hand. You can’t be thinking about your email, your next report, or going to the movies when you only have a few moments left on earth, at least in the panicky view of the amygdala.

This sets off a wave of catastrophic thinking, or “awfulizing,” which takes the form of constant ruminating about the situation and fomenting worst-case scenarios. The brain is constricted to the perceived crisis of the moment and stuck on a terminal replay loop. The objective is to get you to pay attention so you can save yourself from the perceived danger. 

ONLY EXPERIENCE IS REAL

Stress loves this total monopoly on thinking. The longer the catastrophic thoughts go unchallenged, the more the false belief is amplified and entrenched. Time and rumination turn mere thoughts that aren’t real into real physical problems, since the stress response reduces the immune system, increases the bad cholesterol and decreases the good kind, and shuts down digestion—and worse. Depending on what you tell yourself about why you think this event happened to you, you can either turn the danger signal off, because there’s nothing there but a false belief, or it can lead to an even bigger problem, depression.

It’s the nature of humans to think that what’s in their brains must be true, because, well, it’s in our heads. But catastrophic thoughts are not real. Only experience is real. The thoughts you have after the stress response is triggered are the byproduct of a hyper-vigilant survival reflex, aided and abetted by what we tell ourselves about the event. “Explanatory style,” as it’s known, is the combustive engine for stress and depression.

What do you tell yourself after a setback? "I’ll do better next time," or "I’m never going to figure it out?" "It’s a one-off," or "I'm going to lose my job?" "I didn't prepare enough," or "There's something wrong with me?"

The all-or-nothing, black-or-white thoughts set off by the ancient brain can either be encouraged by pessimistic thinking or discouraged by an optimistic explanatory style. Even if you have a pessimistic explanatory style, you can overcome it with a bias for action, which is the antidote to rumination. 

CHANGE THE STORY

It’s easy to fall for the pessimistic track at first, since the story and emotions we are being fed are coming from the alarmist ancient brain. Brooding, analyzing, and replaying take the bait and reinforce the false story. If you already are prone to pessimistic thinking, setbacks can serve as evidence for what you already believed, that nothing is going to work out. University of Pennsylvania researcher and author Martin Seligman has written that, “The recipe for severe depression is preexisting pessimism meeting failure.”

So what we tell ourselves about what happens to us is essential to counter the rumination that can lead to chronic stress, burnout, and depression. The sooner we can cut off the bogus story and supply another one—"I’ll do better next time," "Sometimes the bear eats you"—we prevent the false belief from sticking and amplifying itself into an ER visit. Find a phrase that represents a different story like “stay objective,” to keep your emotions out of it, and repeat it like a mantra after a stressful event goes off.

There are two main ways to prevent rumination and its flights of stress-concocting fantasy—distraction and contesting bogus beliefs. The time to strike is as soon as the wave of emotion begins. Whether it’s rage, embarrassment, or fear that is flaring, distract the caveman brain with your alternate story—“I don't react,” “It’s a lot of work, but I’ll get it done,” “I move on.” Repeat it for several minutes.

DISPUTING THE BOGUS STORY

The one thing that’s seldom done when stress blows up is to contest it. Disputing stress is one of the most effective ways to shut it down. It’s a thinking process, but unlike the wallowing that takes place with rumination, there’s a point and action to the analysis. In rumination, the thoughts circle in a loop of helplessness.

Disputing the story reactivates the rational mind.  The analytical act of finding reasons why the catastrophic story is false requires the 21st century mind to spring back to life. Bring out the facts of the case and put them down on paper or screen, pro and con. Try to step outside yourself and be objective. Lay out the case like a lawyer would by focusing on the facts.

No, it’s not the end. You CAN cope. The facts are clear. But it is the last stop for wasting hours, weeks, and months of life in the false beliefs of rumination.

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Tags: awfulizing, stress management training, optimism and work, stress response, stress, stress reduction, stress management, job stress, burnout, stress management programs, rumination, explanatory style

Best Stress Management and Life Tool: Non-Reaction

Posted by Joe Robinson

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If there are two words that sum up the central challenge of work and life, they are these: “Don’t panic!” That is because resisting the urge to react in a way that sets off the stress response and renders our brain’s decision-making faculties stupid goes against our design as emotional creatures.

We are programmed to react before we think. A couple hundred thousand years ago early humans couldn’t be relied on to think their way out of a jam—we didn’t have the higher brain organs yet, so we had to rely on primitive mechanisms that allowed the emotional part of our brain, the amygdala, part of the  limbic system, to call the shots any time we were threatened. The same is true today, even though we have vastly souped-up cognitive equipment. When demands overload coping capacity, the amygdala takes charge again—and rationality goes AWOL.

THE REACTION REFLEX

It’s just one of the many reasons why every individual and organization has to know how to manage reactions, and by doing so manage stress in the process. It's an essential work-life balance tool. The reaction reflex sets off rash, hare-brained, panicked decisions, crisis mentality, vengeful behavior (fight), and, of course, flight in the form of people quitting their jobs. Forty percent of job turnover is due to stress. Along the way, the emotional reaction of stress drives insomnia, cardiovascular issues, depression, and a host of other costly conditions, not to mention the fact that it’s contagious—spreading stupidity around the office.

Ignoring the problem makes it worse, since stress thrives on being unchallenged as the false belief it is. Stress management training gives employees tools to contest stress and the faulty ancient brain mechanism that keeps us reacting emotionally. The reality is we have 21st century brains and a cerebral cortex to think through a setback and do something that completely flummoxes the caveman/woman brain that wants us to go nuts several times a day: not react.

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If we don’t react when pressure builds, and we consistently let off steam from that pressure cooker in the form of stress reduction practices and recreation, we are in charge, not an artifact from early homo sapiens. The art of nonreaction is the key to managing setbacks, expectations, and just about all the other flashpoints and struggles of life. It’s an amazing ability that can transform our lives from fear and loathing to the confidence that we can deal with whatever comes our way.

BLIND EMOTIONS

When something happens that overloads the coping equipment, the goal is to not react blindly to it and buy the emotions that are coming from a bogus life-and-death story in our caveman/woman brain. Instead, you actively don’t engage with the reaction. You know the situation is temporary. You’ll get through it.

Yes, you might have 200 emails, but you can handle it. You’re not going to die from them. Yes, you are caught in a major traffic jam, but freaking out and racing down the median in flight mode to escape the herd is not a smart decision.

I watched a huge collision that happened when two drivers panicked and listened to their ancient flight buttons. A compact car two vehicles up from me on a gridlocked avenue swerved into the median to escape the traffic and go in the opposite direction, where there was no traffic. At that same instant an SUV came barreling up the median, and—crunch—two cars totaled, with who knows how much physical damage to the drivers. All because they reacted before they thought.

Stress management training teaches participants how to override the ancient machinery that desperately wants us to go crazy when something happens that we don’t like. It shows how without the reaction there is no stress. It’s not the deadline or what somebody says that drives stress—it’s our reaction to those events that causes stress. It’s the thoughts that arise from the emotional reaction, the story we tell ourselves about the stress, that creates the stress. 

DON’T TAKE THE BAIT

How do we change such an ingrained behavior? Instead of letting a story fanned by irrational emotions run you, the trick is to shut down the storyteller. There is no story, just the frame you put on it. You are not going to die from the stress trigger, and you don't have to be manipulated by it. You can catch yourself as the emotions go off and bring back your 21st-century faculties.

This neutral approach allows you to not take the event personally, since the emotions of that default are a mega-driver of stress. The task is to simply observe the situation, the thoughts, and not engage with them. Let them slosh into your brain and slosh out again. You aren’t going to fall for it. 

Nonreaction is a superb weapon against ourselves, against all the ways that we set ourselves up for failure because our expectations aren’t met, or we aren’t perfect, or things don’t work out. The art of nonreaction prevents us from getting too high or too low. You cut off the pattern as soon as it starts. No, I’m staying neutral. I’m not taking the bait. You resist judgments about the event. You’re not going to get tangled up in its effect on your ego, a trigger of so many of these emotional wildfires. You aren’t taking sides.

It’s a great feeling to know you can’t get pushed around by yourself, that you are in charge of your own mind. It’s a state of being jaded to the manipulation that has happened so many times before. We are on to it, to ourselves, to the buttons others push.

You and the people in your organization or team can be on to this toxic saboteur too, leaving dramas, unmanaged demands, frenzy, conflict, and poor performance behind. Being able to control this reflex with nonreaction is one of the most useful things in the life arsenal, and the earlier we learn it, the quicker we can get it out of our own way.

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Work Stress: 7 Stress Tests That Can Save Your Life & Team

Posted by Joe Robinson

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Humans made it through the survival gauntlet of evolution because of our legendary adaptability. Cold, heat, bad food—we adjusted and kept on ticking. Yet adaptability is a habit that can threaten your survival—and the productivity, decision-making, and bottom line of your organization when it comes to stress.

At first, you might feel the churning stomach or the headaches of a stressor overloading coping ability. Then the body gets used to it. The adrenaline set off by the stress response to help you fight or run from danger masks the fact that your body is going down in any number of ways—heart disease, diabetes, irritable bowel. Your team or department also gets used to the stress and adapts to it.

The adrenaline set off by the stress response makes you think you are handling it, but it’s an illusion. Stress is eating away at your health, suppressing your immune system, increasing the bad cholesterol, decreasing the good cholesterol and providing a false sense of energy and transcendence. Chronic stress can lead to stroke, depression, and burnout, the last stage of stress and a three-way shutdown of mind, body, and emotions.  

STRESS KILLS

Stress is nothing to mess around with. It’s a factor in five out of the six leading causes of death and some estimates have it as an element in more than 75% of doctor visits.

Stress is a killer. At one workshop I led for a large consulting firm, I learned that one of their top consultants, in his forties, had a heart attack on a bathroom floor while on assignment. He was known as someone who would go to the wall on every job. At a federal agency, managers told me about hospitalizations and nervous breakdowns because of stress. One entrepreneur I spoke with had a heart attack at the age of 29 from out-of-control stress.

Of course, all this has a massive impact on productivity, health costs, errors, and absenteeism for organizations. Stress costs U. S. companies $407 billion a year in health bills, absenteeism, lost productivity, and recruiting and training, according to U. C. Irvine stress researcher Peter Schnall.

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The havoc doesn’t have to happen. We can manage stress with one simple new habit: regular stress testing. We do eye checkups, mammograms, blood panels, but we are never taught to identify and manage stress. We need to measure stress levels on a regular basis, say experts like Schnall, or we wind up at the mercy of a runaway medical train.

How do you know if you are in the danger zone? There are a number of tests you can do to monitor your stress levels, from saliva to blood and treadmill tests. If you are under a lot of strain, and even if you think you are managing the pressure, you need to make the time to take a stress test. Tom Row, a Tennessee scientist I spoke with, didn’t even know he was stressed when he had a heart attack at his office and was carried out on a stretcher. He’d been doing 12-hour workdays for years. 

ASSESS YOUR STRESS

Let’s take a look at some of the main types of stress tests, beginning with cortisol testing. Stress sets off a flood of hormones from your adrenal glands, including adrenaline and cortisol, also known as the stress hormone, to help your body prepare for action to confront danger.

Elevated cortisol levels from stress, though, cause a host of problems, from high blood pressure to heart disease, and can increase the risk of depression. Interestingly, researchers have found that cortisol levels drop in people who have burnout—another reason to do the test. Burnout depletes your adrenal glands of the hormones and energetic resources you need to function. Chronic fatigue and Addison’s disease are marked by low cortisol levels. So cortisol testing can determine both if you have abnormally high levels of the hormone or very low.

  • Saliva Test. This may be the simplest stress test, one which checks cortisol levels at various times throughout the day. The process involves leaving your saliva in a test tube-like device and sending it off to a lab for analysis. You can buy saliva test kits over the counter and online. Most experts, though, feel that the saliva test is less accurate than a blood serum test.
  • Cortisol Blood Test.  We all know the drill here. Needle time. Have your doctor draw blood and submit it to a cortisol analysis. The test will determine whether you have abnormal cortisol levels, high or low. Certain medications can interfere with test results, such as steroid drugs, estrogen, androgens, and anti-seizure drugs. According to the National Institute of Health, the normal values for a test at 8 a.m. are 6 to 23 micrograms per deciliter (mcg/dL).
  • Cortisol Urine Test. You can also measure your cortisol levels with a standard urine test.  The National Institute of Health reports that the normal range is 10 to 100 micrograms per 24 hours (mcg/24h).
  • Cognitive Stress Test. This non-invasive approach can be very helpful in identifying stress and various physical byproducts of strain and high demands. The questionnaire can be used in conjunction with other tests, such as a blood test or blood pressure test to map out the larger picture of demands outstripping coping ability and the effects that is having on your body and thinking. 
  • Blood Pressure Test. Keeping an eye on blood pressure is an important tool to track the effect of stress on your cardiovascular system. U. C. Irvine’s Schnall says that it’s crucial you get your blood pressure measured, not just at the doctor’s office, but also at work. The true state of elevated blood pressure may not appear in the calm of the doctor’s room. He strongly recommends that you test BP at work to measure how your body is faring in the heat of the workday. According to the American Heart Assoc., Stage 1 Hypertension begins at a systolic number (the top number on your BP reading) of 140-159 or a diastolic number (the lower figure) of 90-99. Hypertension Stage 2 is a systolic of 160 or higher and a diastolic of 100 or higher, while a Hypertension Crisis is higher than 180 for systolic and 110 for diastolic.
  • Electrocardiogram Test (EKG). This test can find underlying issues of heart disease and hypertension. Electrodes measure electrical signals in the heart that can find patterns of rhythms and heartbeats that may be a tipoff to problems. The devices have gotten very streamlined and much easier to use, and can spit out results on the spot, so you can get a very quick analysis of your heart health.
  • Exercise Stress Test.  An EKG, though, may not always be enough. Brian Curin, co-founder of the Flip Flop Shops, can thank the exercise stress test for saving his life. An EKG didn’t catch the massive jam in his arteries. Sometimes known as a treadmill test, the exercise test measures the way your heart responds to physical effort, and the extra demands can ferret out issues other tests can’t. This test pinpointed an array of problems so serious that Curin was advised to go directly into surgery, where he had to have a quadruple bypass at the age of 39. Do yourself a favor, and take the time for your health and get this test done.

Beyond monitoring and testing, if your office or department has a stress problem, don't ignore it. Fix it. Reach out and contact us, and we can show you how a stress management program can give your team tools to control demands, instead of the other way around. Stress is optional. 

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Stress Management Training: The Antidote to Fear and Loathing

Posted by Joe Robinson

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It takes a lot to get a human ready for the world. A dozen years, plus kindergarten, followed by all-night cram sessions in college—and maybe more, using every available minute and dime to get through graduate school. And after it all we know…next to nothing about how our minds work and how to manage a daily gauntlet for anyone this side of Zen master status: stress.

We learn the skills of our profession but not how to distinguish real threats from false ones, how to contest irrational thoughts set off by stress, or how to turn off the ceaseless alarms that jack up anxiety and blood pressure needlessly. What’s worse, almost none of the people we work with have received training to manage their false alarms, either.

Add to that the growing demands of an always-on work style, and you’ve got a perfect storm of crisis mentality, conflict, and hair-trigger emotions, which undermine intellect and performance and make a crazy-busy world even crazier.

THE STRESS DIVERSION

With the cost of stress to American business more than $400 billion a year, according to Peter Schnall at U. C. Irvine, and stress responsible for 40% of employee turnover, organizations that make stress management a key part of their development programs stand to gain a big edge on the competition, instead of being on the edge of frenzy and frazzle.

One study, by Nextera Enterprises, found that industries with high turnover, as high-stress organizations are, have 38% lower earnings. Firms with turnover rates less than 3% are 170% more productive than firms with turnover more than 20% (Jusko, Industry Week, 2000).

Stress diverts minds from the task at hand to obsess over perceived emergencies that our ancient brains misinterpret as threats to life and limb. As educated as we may be, the mind reverts to caveman/woman days whenever a threat overloads ability to cope with it. It’s like it’s 50,000 B.C. all over again, with the equivalent state of intelligence.

PERFORMANCE STRATEGY

The reality is that we have some bad brain architecture. Our gray matter wasn’t built for the social stressors of the modern world. Two hundred emails or a stack of to-do’s aren’t life-or-death, but brains not trained to recognize this automatically default to fight-or-flight mode and the fear that comes with it of not being able to cope. The stress response is activated, releasing a flood of chemicals, from adrenaline to cortisone, that cloud judgment, trigger rash decision-making, and unleash a tide of medical bills and absenteeism, since stress suppresses the immune system.

It’s a cycle that saps vitality, motivation, and commitment, and fuels fear and paranoia, yet it doesn’t have to be that way. Yes, there’s always going to be pressure and demands, but with tools to manage stressful situations, we can keep the panic buttons and overwhelm at bay.

Stress management training delivers the knowledge we never got in all those years of schooling to manage the mind and prevent it from being hijacked by an ancient interloper. Development programs to manage stress are an extremely effective performance strategy, taking minds off threats and conflict and focusing them on the task at hand. Stress management programs should be a go-to option for any organization in these turbulent times—and would be more often if management knew how unmanaged stress and burnout shred productivity and talent.

"Best Business Case for Stress Management"

OUTWIT THE INNER HYSTERIC

The survival default of the stress response thrives on action before thought, on instant, emotional reaction, so one of the things that a training program has to do is counter the reflex autopilot that plays right into the hands of stress and burnout, which are a byproduct of reacting before we think.

Our stress management programs provide the missing tools to contest stress reactions and their apparent signs of imminent danger. Your team learns how to reframe stressful events and control their stories, instead of having the scripts driven by a panic-prone hysteric some 50 millennia behind the times. They learn how to dig out the false story, substitute the real one, and turn off the danger signal driving anxiety. When that happens, the stress response shuts down in four minutes.

Besides a grounding in how the brain works, and doesn’t sometimes, workshop participants also get training in a number of proven stress-reduction processes and techniques to break up the pattern of strain, anxious thinking, and awfulizing. There are a number of techniques, from progressive relaxation to the relaxation response, that have been shown to cut stress and untense the mind and body.

BUILD RESILIENCE

Changing how we do our jobs is another key component of reducing stress. The more control we have over how we do our work—managing email, interruptions, time, and other bottlenecks—the less stress. The more attention we have on the task we’re doing, the less stress. Building attention and self-regulation reduce stress by cutting the sense of overwhelm and increasing what’s known as latitude—demands are high, but there is also some control over the work environment. So increased attention and performance are key benefits that comes from stress management training.

The training helps participants build coping skills to turn down behaviors that cause pressure and conflict. Afterwards, people are less time urgent, rash, and cynical. They understand the important role optimism plays in resilience and effective performance.

Teams can bolster resilience with positive emotions, regular refueling, and mastery experiences—which buffer the setbacks and slings and arrows. As Barbara Frederickson of the University of North Carolina has demonstrated, positive emotions broaden and build psychological resources, while negative emotions shrink them.

Teams that are more other-focused, more apt to frame things in a positive way, and ask more questions, have been shown to be more successful, have better rapport with coworkers, and sell more than their uptight counterparts.

If you would like to learn more about how a stress management training could help your team or organization with practical skills they can use every day, click the button below, and we’ll send you more details as well as a price quote for the program. There are proven tools to beat stress and work smarter. Let us show you how cost-effective they are.

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Tags: job stress, job burnout, stress management programs, stress management training, productivity and stress, stress management trainer, employee training stress

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