How to free oneself from pressure, or how to free oneself from the empire of the “rush”! I’m joking with the words “rush empire” and at the same time if someone had this business, there would be a lot of money to be made! First, I wonder who benefits from being so busy?

In any case, it doesn’t even pay off for companies, which by dint of adding pressure on their staff find themselves with additional costs, very tangible human impacts such as burn-out and an increase in the turnover rate.

This article presents two ways to release pressure.

First, I invite you to take a few seconds to visualize the different teams in your organization, or the members of your team. Then, ask yourself these questions: Do you have a high turnover rate in a particular area? With total honesty, is it their fault… or you? In fact, it’s probably because of a lack of pressure adjustment on both sides.

Also, do you hear the lack of manpower right now? Initiatives to attract talent are becoming essential. In addition, the number of self-employed workers is constantly increasing.

To what extent is the constant pressure to recruit?

“Come work for us! Here, you’ll eat at your desk, drowning in meetings and requests, and be evaluated on hard-to-achieve goals with no opportunity to add additional resources. »

Of course I’m exaggerating, with a slightly cynical humor.

At the same time, I see a lot of managers who “fight” trying to justify a resource; others who persist in attending many badly directed matches. Others who finish projects only to be told that… “Oops! An important element has changed and that must be started again… Didn’t we tell you?”

In this regard, do you really feel fluidity, clarity, and ease in what you do?

We are able to measure the cost of turnover, lack of motivation, disengagement, isn’t that enough to transform our ways of managing?

It’s like saying to someone who is sad: Come on, I’ll buy you an ice cream and it will pass.

An ice cream, a table football, a new screen… It’s the same thing.

It works for a (short) time and then the lack comes back, and comes back, and comes back. And it’s costing you more and more ice cream and you don’t see the results. Pusi, you become skeptical about the ROI of “spoiling” employees and maybe you’ll even cut the ice cream budget.

The problem isn’t the ice cream (or other treats), the problem is that you’re on the wrong issue.

Your organization needs a powerful engine

Imagine that your organization is a driving force. It needs oil and gasoline to work harmoniously. Gasoline is money (material resources), let’s say. This is important, but on its own it doesn’t work, if your engine runs out of oil, it freezes.

Oil is the communication that facilitates cooperation between different people/departments.

In short, it’s essential! Otherwise it gets stuck and you will repair, repair and repair… You can add gas, go to the car wash, repaint it, but what’s missing is oil! (Same thing with the examples above: buying ice cream, games and improving the environment is good, and insufficient!)

Each context has its pressures. Every context needs fluid communication.

So, to free yourself from the pressure and transform the empire of the “rush” into a fluid empire… Two ingredients are added: communication and relevance.

1. Add communication to streamline, simplify, speed up and relieve pressure

Here are two questions to help you diagnose the fluidity of your communications. Turn the questions you answer with “no” into an action plan.

Question #1: Do you communicate regularly with ALL stakeholders in a file?

The answer is no if:

• Firstly, your only contact is the person who has the file, if you have never met or discussed with ALL the other stakeholders, or simply once.
• You have to redo parts of the project or file because “something wasn’t clear.”
• Second, you don’t know who the customer is, or don’t know the customer’s satisfaction criteria.
• Finally, you feel that you are missing information, or are simply not sure if you have everything!

The answer is yes if

• Every week or two weeks maximum, you talk to the group for at least 5 minutes.
• You have the contact information or the possibility to reach all the stakeholders if necessary, simply.

To this question, I am often told that “it’s not my role”, “I don’t have the time”, “it’s not in the organization’s practices”, “the team is all over the world, it’s not easy”, etc.

So, you have good reasons, I’m not going to have a debate on this, especially not via a website:) However, I invite you to consider what you, personally and as a group, would benefit from making communication more fluid without limiting yourself to one role! Here are some clues:

Fewer mistakes, less stress, more ease, more clarity, more satisfaction? For me, the benefits are clear! Talking to each other = Saving time and stress.

I don’t understand why we cut this part to go “faster”. It doesn’t go any faster.

Question #2: Do you know the purpose, the risks, the stakes and your flexibility in the work you do?

In other words, do you have the autonomy to decide within your perimeter, and possibly influence the perimeter of others for the satisfaction of the project, the file or the task?

The answer is no if:

• You’re following a *task* plan and you don’t know “what it’s for.”
• You don’t know the overall goals and milestones.

The answer is yes if:

• You know the deadlines, impacts and purpose of your role and what you have to do on projects/files.
• You also know the role of other stakeholders.

In the end, does it really take longer to share information? It’s up to you. If you’re skeptical, give it a try! In my experience, what is blocking is rather the lack of know-how in terms of communication or the desire for a certain control or other beliefs in management. So, are you ready to perform better? If so, learn to communicate differently.

2-Release pressure, add relevance

Are you overdoing it?

A topic I often talk about with my clients is: Are you acting in a fair and relevant way? That is, do you differentiate between what you want, the level of satisfaction you have and the needs of the system?

Example:

• In your system you have customers, colleagues, team, suppliers, etc. (Take a moment to write them down!)
• Then, let’s say you like to deliver his records 120%, or 80% (whatever, just write it down).
• Finally, take a moment to ask yourself what your expectations are.
  • Customers
  • suppliers
  • Colleagues

You might be surprised. If you are not sure or if you answer “your” number, please go and validate. Use your time consciously! And don’t add more pressure than you already have.

 

I know achievers who like to overdeliver. This ends up tiring them, their teams and in fact, it doesn’t satisfy anyone.

So, how do you release the pressure and free yourself from the empire of the rush?

In short:

• Streamline communication. By validating your perceptions, asking questions and really listening! This way, you will reduce frustrations, gain in ease and simplicity. All this for a little clarity!
• Finally, do what is right and relevant to the needs of the system, not your own! Put aside your beliefs of perfection, of looking good. Do it right and relevant. Use your time consciously.

What do you think?

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