Stress Management Month is a good time for business leaders to take stock of how stress has taken a toll on their employees and organization. The pandemic has delivered a toxic cocktail of stress. We have experienced immediate shocks to the system that have turned our lives upside down.
Pandemic fatigue is real and is exacerbated by the fact that more than two years in, so many unknowns remain.found that employee engagement held steady despite heightened stress and uncertainty. The Covid impact on a particular country did not affect workplace resilience. If anything, the process of being tested seemed to spark resilience. Workplaces that experienced the greatest disruption showed the highest resilience.
If we think of resilience like a muscle, it makes sense that more significant disruption resulted in higher resilience. Greater disruption also removed the illusion that we were going back to “normal” anytime soon. Although we commonly think of resilience asTrue resilience is about allowing ourselves to become changed and to grow stronger in broken places.
The McKinsey report charts a “post-crisis response” arc similar to that observed in General Adaptation Syndrome. The way to break the downward slope at the end of that arc, leading to exhaustion and disillusionment, is leadership that displays “inspiration, hope, and optimism that’s tempered by reality.”
Linking resilience and optimism is not a new idea. Numerous studies have found that the two, while independent qualities, complement and can reinforce one another. And Martin Seligman, the father of positive psychology, placed optimism at the very center of hisIt is not enough to project hope and optimism.
It is critical to learn how to manage stress and beat burnout, but we must seek to do more, especially in times of significant change. By letting go of the desire to return to the old normal, we can focus on working toward a better new normal. By embracing bounded optimism, we can focus less on what has been lost and more on the possibility before us.
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