What do you do if your people management role is causing you stress and pressure?

Pressure in leadership? Face it head-on. Leadership's not for the timid. Acknowledge the weight, sure, but don't bow to it. Find the root—overload? Unclear goals? Tackle it. Delegate, but strategically. Empower your people, they've got the talent. And remember, even the best feel the heat. Channel it. Let that stress be the fuel for your fire, the push you need to innovate, not just survive but thrive. Keep your vision crystal clear, communicate like a boss, and make decisions with conviction. Pressure makes diamonds, and you're in the business of creating brilliance.

Take it or not, Leadership roles are vulnerable to stress. Its tough for the leaders to express about the same others but it is very important to admit about their situation. Jotting down your stressful thoughts, helps to realize where we are standing. Expectations, People conflicts,responsibility of many others and many reasons could drive the leaders to focus more on others problems leaving no space or time to self reflect on theirs. Taking time for themselves every now and then is very important in the long run

Think of a steam kettle on the stove. Ignoring the whistle won't stop the steam; it only builds more pressure. Acknowledging stress is like lifting the lid gently. Once you admit you're stressed, you can manage the heat and avoid boiling over. Self-awareness is key to keeping your cool.

Take some time to reflect on the specific aspects of your people management role that are causing you stress and pressure. Is it the workload, the expectations from senior management, conflicts within the team, or something else? Understanding the root cause can help you devise an effective strategy for managing the situation.

What’s the source of your stress? Not enough people? The people you have aren’t performing? You don’t have enough time in the day? Work with a HR professional or coach to find the underlying cause - don’t just suffer in silence. Once you know what is under it you can make a plan to get out of the spiral.

Reach out to peers, your manager, your HR partner or EAP. Another perspective can be really helpful so you don’t stay in an echo chamber. Even in small businesses you can still do this by utilising external support such as outsourced HR or coaches.

Think of building a house. It's tough to do it alone. Asking for help from more experienced builders - peers, mentors, or coaches - is like getting a better set of tools and blueprints. They don't build the house for you but make sure you're using the right nails and hammers.

I found that reaching out to others who are in a similar situation or have gone through the same challenges can help provide a different perspective and provide a sounding board when problem solving.

Don't hesitate to reach out for support from your own manager, HR department, or a mentor within or outside your organization. Discuss your concerns openly and honestly, and explore potential solutions together. Sometimes, just having someone to listen can provide valuable perspective and reassurance.

Imagine you're packing for a trip. You wouldn't toss everything into the suitcase at once. First, you pick the essentials – the items you can't travel without. Just like packing, when you prioritize tasks, you focus on what must be done now and set aside less urgent items. This keeps your workload manageable and your mind clear.

It's about being strategic and focusing on the tasks that deliver the most impact to the business. It is important not to get pulled along with the "whirlwind" and create structure that enables me to be the most productive in achieving my goals and objectives.

If the responsibilities of managing people is keeping you stressed, you need to focus on what is most important and organize work in prudent method. Start by: 1. Compiling a comprehensive list of your tasks and the required action. 2. Analysing what tasks are the most time-constrained and most significant in doing.Focus on these first. 3. If the task could be distributed among others and the outcome will be the same, delegation will be a solution to choose. 4. Low-priority deadlines should be reasonable and not too much nerve-wracking. Implementing this strategy during this role has help me to increase my effectiveness and I can manage teams better due to reduction of the stress.

Imagine your day as a garden plot, neatly divided into sections for vegetables, flowers, and perhaps a path to walk through. Just as these boundaries help the garden thrive, setting clear limits between work and personal time helps you and your team stay healthy and productive. Stick to these limits to nurture your well-being and set a positive example for your team.

Establish clear boundaries between your work life and personal life to prevent burnout and maintain a healthy balance. Set realistic expectations for yourself and your team, and communicate these boundaries openly with your colleagues. Learn to say no when necessary and prioritize tasks based on their importance and urgency.

People skills can be learnt but it needs to start with intention. If you are attending a course to “tick the box” it isn’t going to help. So first dig deep and ask yourself if you are really ready to be vulnerable and courageous - because it is needed to truly develop yourself into a leader. It is an ongoing commitment to self reflection and development! Choose one development item a month and accomplish it. Be it reading a book, listening to a podcast or seeking out a mentor. If you do just one thing per month you will learn and can implement the skills required in a sustainable way.

Imagine looking back at photos from a family vacation. Each picture helps you remember what went well and what you’d change next time. Similarly, regular reflection as a manager is like looking through those photos. It helps you see clearly what’s working, what isn’t, and how much you’ve grown. This understanding fuels your journey ahead, making each step more informed and confident.

Regularly review your workload, priorities, and strategies for managing stress, and be willing to adjust and adapt as needed. Reflect on what's working well and what could be improved, and make changes accordingly. Continuous improvement is key to maintaining resilience and effectiveness in your people management role.

Not everyone wants to be a people manager. That’s ok. You haven’t failed. Perhaps you took that promotion not realising how much of your time and energy would now be dedicated to people. Now’s the moment to get serious about developing yourself as a people manager and if the idea of that is not even slightly exciting to you, then it’s time to be honest with yourself (and your manager) about stepping back into an individual contributor position.