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Taking the Stress out of Stress a Guide for Managers

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Taking the Stress out of Stress a Guide for Managers Taking the Stress out of Stress A Guide for Managers HEALTH Taking the Stress out of Stress – A Guide for Managers The Project “Mental Health in the World of Work– psyGA-transfer“ Project management: BKK Dachverband, Berlin Cooperation partners: BAHN BKK BKK Braun Gillette BKK Gildemeister Seidensticker Novitas BKK BKK vor Ort Deutsche BKK pronova BKK IKK classic Aktionsbündnis Seelische Gesundheit Berufsgenossenschaft Nahrungsmittel und Gastgewerbe Diakonie Deutschland – Evangelischer Bundesverband Institut für Arbeits- und Sozialmedizin des Uniklinikums Aachen Institut für Betriebliche Gesundheitsförderung BGF GmbH Landeshauptstadt München Landesinstitut für Arbeitsgestaltung des Landes Nordrhein-Westfalen Institut für interdisziplinäre Arbeitswissenschaft der Leibniz-Universität Hannover Unfallkasse des Bundes Unternehmensnetzwerk zur betrieblichen Gesundheitsförderung in der Europäischen Union e. V. Hochschule Neubrandenburg Vivantes - Netzwerk für Gesundheit GmbH G.I.B. – Gesellschaft für innovative Beschäftigungsförderung mbH Dortmunder Forschungsbüro für Arbeit, Prävention und Politik Institut für angewandte Arbeitswissenschaft e. V. IMPRINT Published by: Initiative Neue Qualität der Arbeit Geschäftsstelle c/o Bundesanstalt für Arbeitsschutz und Arbeitsmedizin Nöldnerstraße 40– 42 10317 Berlin Telefon 030 51548-4000 E-Mail [email protected] www.inqa.de Editors: Dr. Gregor Breucker, Brigitte Jürgens-Scholz, Dr. Reinhold Sochert, Dr. Viola Weber (BKK Bundesverband) Michaela Mißler (Team Gesundheit Gesellschaft für Gesundheitsmanagement mbH) Layout: eckedesign, Berlin Photos: iStockphoto.com © peepo (Titel); Aboutpixel © Holger Hecklau (32); Dreamstime © Svlumagraphica (4) © Yuri Arcurs (8, 22, 26, 31); iStockphoto © Zsolt Nyulaszi (2) © René Mansi (7) © lisegagne (24); Photocase © una.knipsolina (19) © golffoto (20) © complize (23); © INQA (14, 16, 29) Stand: Berlin, September 2014 gefördert durch: Im Rahmen der Initiative: Fachlich begleitet durch: Projektträger: List of contents Stress: Can you manage the modern epidemic? 2 Stress and mental health 3 Is it a threat – or an opportunity? 4 What is mental health? 6 Managers – are you fit for purpose? 8 Self-test: My personal stress level 9 Quick test: My employees’ stress level 10 Leadership and mental health 11 Check list: Where do i go from here? Developing strengths 13 Tackle continuous mental stress – reduce, limit, avoid 16 Check list to reduce stress – How you can make a difference ... How to avoid stress among your employees 17 Beware presenteeism 19 How do I deal with employees affected? 21 Return to work 21 Gradual return to work 22 The manager as a pilot 23 Designing the return to work process 26 Mental balance 30 Sources 34 Valuable links on the Internet 36 Project publications 37 2 Taking the Stress out of Stress: Managers Stress: Can you manage the modern epidemic? You have probably a lot to do at the moment. Your employees are expecting clear instructions and objectives and your superior is waiting for results. Deadlines and meetings are packed into your appointment calendar and the next tasks are already in the pipeline. And then there is always a problem somewhere which cannot be put off, a change that throws all previous plans overboard. Workplace pressures – often accompanied by feelings of stress – have risen tremendously among many workers in companies in recent years. The workload and diversity of tasks is constantly increasing while change and re- structuring have become continuous features in many cases. Employees in modern companies often feel like they are riding a rollercoaster: The speed in- creases, the twists and turns come upon them ever more quickly and there can be a feeling of lack of control – one of the main contributory factors for stress. Workers rely on their manag- ers to make the right decisions and generally look after their jobs and welfare, yet you as a manager are sitting in the front car of the roller- coaster, where everything is felt more keenly. This brochure draws upon academic research and practical experience of leading companies to help raise awareness of stress, its causes and effects and offers some guidance on steps you can take to help yourself and your employees cope better with the complexities and demands of everyday working life. Stress and mental health 3 Stress and mental health Stress is a term which is overused nowadays. Almost everyone claims they are stressed. Generally, they simply mean they have too much to do or perhaps not enough time in which to do it. It is vital to recognise the difference between ordinary workplace pressures and the debilitating stress which, allowed to build up, can cause serious damage to individuals and their companies. When we talk about stress in this context, we are referring to what has been described as a Condition perceived as unpleasant which is experi- enced by a person as being threatening, critical, important and inescap- able. It arises particularly when the person believes that they cannot cope with their tasks. (Joiko et al. 2010) Our stressed society ... stress can have a stimulating effect, but usually only in the short-term; continual stress erodes This type of stress and its consequences are stamina, creativity and health. ever-present in our day-to-day working lives: 32 % of Germans say they suffer frequently or While there may be many possible causes of even constantly from stress while a further 50 % physical or mental ill-health in an individual – admit they feel stress at least sometimes (Forsa for example, depression itself is a stressor – it is 2009). Many already suffer the consequences of recognised that long-term stress can be a main continuous stress. More than one third of em- contributory factor in many serious illnesses. ployees in the EU report stress-related health They include tinnitus, back complaints, stomach problems. Many workers in Germany are of the and cardiovascular problems as well as mental ill- opinion that they will probably not be able to nesses, such as burnout, depression and anxiety. perform their work under their current demands up to retirement age (Europäische Stiftung zur Naturally, it must be noted here that the connec- Verbesserung der Lebens- und Arbeitsbedin- tion between mental distress and illness involves gungen / European Foundation to Improve Living a process in which cause and effect cannot be and Working Conditions 2008; Fuchs 2006). clearly distinguished. On the one hand, there are many factors involved when a person becomes ... and the consequences: personal mentally ill. They may relate to the person them- debility and a fall in performance selves or to their private or occu-pational envi- ronment. On the other hand, depression itself, Studies have confirmed that stress can rob peo- for example, represents a stress factor which im- ple of their health. It is recognised that some pairs the efficiency of a person at the workplace. 4 Taking the Stress out of Stress: Managers Is it a threat – or an opportunity? Stress – like beauty – is in the “eye of the be- Companies where the commitment, holder.“ A role or task that one person sees as performance and health of workers an interesting and stimulating challenge can are excellent are mainly characterised have the opposite effect on another. For exam- by three factors: ple, for a passionate speaker, a request to deliv- er a presentation is an opportunity to perform. 1. The workers have a high level of autonomy But for the person who has had little practice or over their tasks and activities lacks confidence talking in front of groups, the 2. The social support from colleagues and request will probably lead to sleepless nights. supervisors is high One thing that modern studies have taught 3. The workers feel their contribution and us is that the atmosphere, culture and organi- commitment is recognised by management sation of tasks in the workplace have a major in a balanced approach bearing on whether employees feel motivated or stressed. However, this health-promoting working atmos- phere can only be achieved if all those involved are aware that they have a share in it – and ac- cept responsibility for their share. How does that look in practice? Is it a threat – or an opportunity? 5 They have what it takes ... and sustained health promotion initiatives including risk assessments and staff surveys, > The employee takes positive steps to look implementing the actions identified. Another after his mental health and increase his ability mark of a caring organisation is the use of to cope with stress. They need to take note modern reintegration programmes which of which tasks cause them particular stress permit employees to join working life again and cooperate with management and col- after an illness. leagues to find a better way of working. This can include undergoing further training in The following pages show how you, as a man- areas where they discover gaps in their skills ager, can actively influence the stress of your and ensuring they integrate breaks, exercise, employees and promote their mental health, rest and healthy food into everyday life. commitment and long-term work ability. You will learn what structures, tools and people you > The manager makes a crucial impression on can expect to support while helping to ensure the culture and cooperation in teams and that, in spite of high demands, you yourself re- departments through his leadership style. Re- main physically and mentally fit. cognition and respect are key elements. Many studies show that a worker-oriented leadership style based on partnership, fair- ness, support, cooperation and trust is par- ticularly effective in reducing stress – in con- trast to an autocratic style which relies on rigid instructions and control. The manager is also an important role model for employ- ees. He influences the whole working envi- ronment with his own style. Managers who themselves place great store in maintaining a healthy balance between work and private life – including a take-up of health promo- tion initiatives – set an example to the whole team. > The organisation creates the environment in which managers and employees operate.
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