Who Will Calm the Boss Down? 6 Tips for Managers in a Protracted Crisis

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Psychologist and career consultant Katerina Samodumova says:

"The other day I caught my husband talking on his work phone at ten o'clock in the evening. He is the head of operations projects.

- Don't worry, everything will be fine, we'll do it right.

- Who are you so... tenderly with?

- With the director."

Leaders are having the hardest time of all right now - heads of departments, companies, business owners. Everyone expects something from them. Clients - fulfillment of obligations, suppliers - more favorable conditions, employees - guarantees for the future, relatives - care for the family. How not to break apart from the stress of forces, mental and moral, maintain sanity and physical health?

This article will be useful for people making key decisions. Even those who rarely lose their footing can and will experience obvious or latent stress. It's just that times are changing...


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Unanswered questions
Katerina Samodumova, by virtue of her profession, communicates a lot with representatives of top and middle management, so she understands the confusion of feelings that most of them find themselves in. She encounters approximately the following formulations at meetings without ties:

“Everyone wants something from me…”

"I don't know so many answers to the question 'Why?'"

“What should you tell your employees when you yourself don’t understand what’s happening now, let alone what’s going to happen next?”

Psychologist and career consultant Katerina Samodumova

Here is the advice that Katerina Samodumova considers important to give to people who should embody the bonds of companies.

1. First put the mask on yourself
None of us knows what will happen next. We are all in the space of options. Therefore, start with yourself and your condition, which is in the zone of your direct influence. We started running without preparing for a marathon. And a marathon is waiting for us, one phase of the crisis will end - another will begin.

Canadian endocrinologist Hans Selye formulated three stages of stress: anxiety, mobilization, and exhaustion. Now managers have been at the mobilization stage for quite a long time: they change suppliers, replace product positions, and reduce costs. At this stage, it is very important not to spend all your strength at once, but to distribute it in measured doses.

If your team is "running the marathon" with you, first "put the mask on yourself" - this way uk whatsapp list you can help others. If you have the resources to cope on your own - cope. Contact a psychologist, psychotherapist if you feel that it is not you who is controlling your emotions, but vice versa. Especially if the first signs of psychosomatics have appeared:

migraines;
pain in the spine (muscle tension in the neck, shooting pain in the back);
frequent colds due to decreased immunity;
exacerbation of chronic diseases.
Almost 69% of Russians complained of increased stress and anxiety levels during the April survey . At the same time, the number of citizens wishing to consult a psychologist has increased by 23% from February to March. Of all those surveyed, only one in five seeks a psychologist for consultation (21%).

2. Be honest with yourself and your employees
Even when your faith in yourself is boundless and your health is more or less fine, take preventive and supportive measures. Sometimes stress disguises itself as a positive attitude that others expect from you.

Initially, stress does not have a negative connotation. Moreover, stress is even useful, since it allows the body to adapt to new conditions. Surely you have heard about its varieties, such as eustress and distress. By the way, Hans Selye was the first to talk about them.

Eustress is positive stress, when we quickly cope with the situation (which on a biological level means “saved”), the corresponding signals are sent to the brain, the hormonal background returns to normal, the condition stabilizes.

Distress is a prolonged negative stress. It occurs under the influence of serious psychological traumas, as well as when a person has failed to adapt to the factors that cause stress. Stressors continue to act, and the body, remaining in the phase of overmobilization, spends resources.

With prolonged stress, hormones, primarily adrenal hormones, cannot be produced in the required volume, and exhaustion occurs.

Distress is not always visible to the naked eye, and everyone has different resources. People can be in some stressful situations for years. Chronic, habitual stress develops into somatic disorders, and then into diseases. And over time, it becomes difficult to find the root problem: why this stress appeared and was imprinted in our memory.

3. Identify areas of influence
In coaching, there is a concept about spheres of human life: zones of control, mutual influence and non-influence. What is under your control and directly influences your life and work should be given the most attention. What is outside these zones should be focused on as little as possible, because it is these events or phenomena that cause us the most anxiety.

It is in the nature of managers to need control over the situation. In addition, control is one of the key functions of management. Therefore, managers experience severe stress when the number of factors around them increases, which they cannot influence and are forced to adapt the business to the proposed circumstances.

Ask yourself:

“Have you done any work to delineate the zones of influence and non-influence in your life?”

"Are you currently operating in a zone of no influence or influence?"

As a psychologist, I see great potential in identifying what is within our control and influence in order to begin to consciously manage it.

So, something you can definitely control.