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Job Stress Increases Risk for Strokes

Posted by Joe Robinson

Memory

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.

If you would like to learn more abou how to control stress in your organization or get details on our stress management programs, click the button below. Manage stress, and unleash performance.

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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

John Lennon's Path to Stress Management: Reach Out

Posted by Joe Robinson

John Lennon reached out in "Help"

The Beatles made reaching out respectable as far back as 1965 with the iconic strains of “Help.” John Lennon said he wrote the song as a cry for help to escape a depressive period in his life.

Nearly 50 years later, it’s still not easy in a culture of rugged individualism to ask for a hand. That’s especially true when it comes to work-related issues. We’re supposed to suck it up in silence, and keep on going till the paramedics arrive. Unfortunately, they are arriving, so we need a smarter approach.

I met one manager at an aerospace firm who was back at work after a heart attack. He was already worried he was going to have a recurrence. A scientist in Tennessee told me how he was hauled out of his office on a stretcher after his myocardial infarction and remembers his panic as the siren wailed in the ambulance on the way to the hosptial.

A social worker told me about her nervous breakdown, set off by an overwhelming caseload.  She didn’t even tell her husband how serious her stress had been until she was in an ER bed. At one training I did for a large consulting firm, staff members reflected on the heart attack death on a hotel bathroom floor of one of their hardest road-warrior workers, someone who was only in his 40s.

FEAR AND EGO

Ladies and gentlemen, we have a problem, and we have to face up to it as organizations and professionals. All the tragic events above could have been avoided if people had just asked for help—if individuals had reached out when things got beyond their capacity, if managers had reached out to staff or to leadership for training in stress management or time management.

It’s hard to be productive when you’re in an ER or six feet under. So why is it so hard to ask for help? Fear and ego override common sense and even self-preservation. We don’t want to let managers or peers think we can’t handle our responsibilities, fearing we’ll be thought of as lightweights or that we will jeopardize career or promotions. Egos tell us that admitting we need help would be a failure. Like all fear, these are projections that something will happen that almost never does. Irrational self-talk locks in false beliefs that put your health and even maybe your life in jeopardy.

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Denial fuels more stress, because it keeps the false belief driving the stress entrenched through rumination. The more we think about the false belief the more it feels true. Health consequences from your work are flares from your physiology to examine what’s not working and what you can do about it.

STRENGTH OR WEAKNESS?

Part of the problem of reaching out is that we are led to believe that it’s a sign of weakness. It’s not. It’s an indication that there is a problem that needs to be fixed. One Harvard report about speaking up in the workplace called the word “No,” the voice-oriented improvement system. We move forward when we find out what's not working and remain counterproductive as long as we don’t say anything. Think about dialogue, not as a sign of failure, but of progress—problem-solving ineffective behavior, such as stress and burnout, that can cost you dearly and the company five to seven times more than the average workplace malady.

Fear and ego blind us to the irony that, to appear strong and play the bravado game, we consign bodies and minds to physical weakness. Are CEO’s weak who bring in consultants to chart a new path? No, it’s considered smart to bring in expertise to solve problems.

That’s all we are doing when we speak up and let someone know there’s too much on our plate or a department is too overwhelmed to avoid making serious mistakes. We are solving problems.

Asking for help isn’t a character flaw, it’s a sign of character, of knowing when to  say when, determining when we have diminishing returns, identifying when we have more than we can do well. It’s a sign of strength.

GETTING UNSTUCK

Ignoring health problems is a big lose-lose for employees and companies. Let’s set a new standard to change this. If the way you are working is affecting your health, it’s time to reach out. If the people on your team or department are racking up doctor appointments or citing burnout, it’s time to reach out. If stress and crisis mentality is rampant, it’s time to reach out.

Don’t wait until it’s too late. Most of my coaching clients contact me when they are on absolute fumes, when a small spark could cause a conflagration. It’s no different than going to a personal trainer or music teacher. You move forward through new knowledge, through strategies that take an outside ear and expertise. Our brains generate ideas through associations, putting this idea with that random one. It’s inefficient, time-consuming, and it often leads to an association dead-end. We get stuck in association cul-de-sacs and can’t get out on our own.

The same is true for organizations. If your department is reeling, don’t wait for the entire company to do something, reach out and explore a stress management, work-life balance, or productivity training for your team. Get solutions to overwhelm and burnout that everyone knows are undermining productive efforts, rapport, and future success.

“Help me get my feet back on the ground,” sang John Lennon. Ask, and chances are you shall receive.

If you would like to explore individual coaching or a training program for your team, click on the button below and turn challenges into strengths.

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Tags: job stress, work life balance programs, stress at work, burnout, stress management programs, feeling overwhelmed, work-life balance coach, work stress and health, asking for help

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