Tension at work ' (affiliate) for a human approach in which psychological complaints due to tension and uncertainty are not only discussed, but also effectively tackled with compassion. For their book they have conducted extensive research into success factors when working on stress prevention and stress management in various large and smaller organizations. Leaders have an important role, as it turns out. The most important icebreaker is to show as a leader that you don't always know, that you also make mistakes and that you don't run away from them. In short.
Team that fallibility is human and that executive list it is fine. This is a strong tool in this performance-oriented world that makes people prone to performance anxiety. 2. Goals are not sacred, healthy employees come first It is difficult to be open about experiencing tension, uncertainty or fears. It can feel like failure. This can create additional tensions and make employees insecure about their job. In an effort not to show this vulnerability, they can work even harder. Unnoticed this goes a little further and further. They easily get stuck, because they feel that they have to keep performing.
One knows that below the surface they are exhausted from the hard work, it compensates. The moment you notice that there are tensions in people and in teams, it is important to take the pressure off and take the lead to take a step back. This sends a clear signal: that work is important, but that people's well-being comes first. There is always room for flexibility to ensure that the balance is restored if the pressure is found to be too high. By making this a topic for discussion, it also becomes easier for people to approach their manager. This way, action can be taken earlier. Rubber ducks follow leaded.