In top sport it is common practice that athletes are trained to focus on their task, e.g. taking the penalty in a specific way, or hitting the ball exactly right (circle 1 of Eberspächer’s attention circles), and not be distracted by the pressure caused by the expectations of the audience and the sponsors, or by the fear of making mistakes or failing (circles 3, 4 and 5). This focused support is typically not there for the lawyer, consultant, accountant or other high-end professional service providers. This, despite the fact that the pressures under which these professionals work can be similar in many respects. The performance of the individual and of the organisation suffers as a result, even if people do (or seem to be able to) withstand the pressure.
Due to the acceleration of the economy, the now common 24/7 expectation pattern and the need to continuously perform at a high level, the pressure has increased in recent years. Our way of working, however, has not changed. You can handle the pressure, or not (yet). If not, of course help will be offered. That help is usually aimed at making the individual stronger and more resilient. That is important, but if the system within which that individual functions remains the same, the risk of suboptimal performance and absenteeism also remains the same.
The negative consequences of chronic stress comprise not only (mental) health issues, but also a decrease in creativity, innovative strength and the ability to work together. There is an incredible amount to be gained in this area and that profit is within reach for those who want it.
The negative effects of chronic stress are increasing and working under constant pressure is screaming for a targeted and effective approach. This approach consists of two dimensions: 1. professionals must be helped to recognise and reverse both the physical consequences and mental effects (limiting thought patterns) of stress and 2. the working environment must be geared towards enabling professionals to perform sustainably and at a high level. That means a clear but fundamental change with two characteristics: truth and dare.
TRUTH: tell people, from the start, the honest story about 1. what they can expect in terms of stress (causes and effects), also to prevent people from thinking they are the only ones struggling, and 2. what is and what is not asked of them.
DARE: have the courage to institutionalise that people engage in a conversation about dealing with pressure and use the results to improve: 1. share experiences with each other, at different levels within the organisation, to learn from each other (everyone has to deal with this) and to make adjustments where stressors arise from the way of working (together) and 2. talk to clients about what high-quality service requires. These are conversations that are necessary for an organisation to perform at a even higher level and to raise awareness: what does top sport ask of people and what is needed for this.
It is my mission to put this important topic on the map. I know from experience what working under pressure looks like: I have seen the exciting, dynamic and stimulating aspects and I have also experienced the lonely and darker side. That darker side deserves urgent attention. There is a much better and sustainable way, which I have been able to map out based on my personal and extensive experience as a professional. If I can help with making a targeted approach concrete, please do not hesitate to contact me (https://corepeople.nl/en/lets-talk-en/). The plans are ready.