Problem is never the problem. Problem is how we deal with the problem. It’s very important to understand the root cause of the stress. Is it the access to information? Is it the speed of transformation? Is it the gap in capability or skill of the colleague? Or is it something else? Once we have identified the root cause and defined what the real problem is, Half of our problem is solved. In most cases, articulation of the problem prompts Solutions.

Resilience isn’t built by avoiding stress—it’s built by learning to navigate it effectively. When a team member faces high-stress challenges, this is where real leadership kicks in: Clarity over Chaos: Ensure they have clear priorities. Most stress comes from uncertainty, not workload. Ownership, Not Overload: Delegate with purpose. It’s not about handing out tasks like tokens, but empowering with autonomy. Lead by Example: If your team sees you handling pressure with strategy and control, they’ll follow that model. The key is providing tools, not speeches. What’s been your game-changer strategy in these situations?

Get a new perspective. Go on a walk, take a cheap last minute flight to Florida, go grab your favorite meal, etc. Or move your desk and furniture around in your office. Get a new perspective and attack your day from a different angle.

Quite often stress induces an overdependence or reliance or stimulants like caffeine, cigarettes and alcohol while cutting out an ability to mindfully 'rest'. If you're tampering with your brain chemistry and tackling stress with over-stimulation, you're setting yourself up for breakdown. So I'd say follow this 3 step approach: 1.) Prioritize 7 hours of rest and cut out anything that interferes with it. 2.) Make a schedule for physical exercise even if 20 minutes to begin with. This will ensure a healthy supply of serotonin, testosterone and dopamine. 3.) Last but most important: The first 20 minutes of your day should pour into you and no other task. Use this time for positive visualization, meditation, basic breathwork and music.

During my time in fast-paced IT environments, I noticed that stress peaked for newcomers around the six-week mark. By then, they had a clear picture of what they were up against—the complexity of our systems and the intense demands of the job. To help them navigate this, I reassured them that their feelings were completely normal. We never expected them to know everything right away; what mattered most was their resourcefulness and willingness to put in their best effort. Beyond that, I tapped into their intrinsic motivation—the drive to be part of something bigger than themselves. Some of the most exhilarating moments in my IT career happened when we were moving at full speed, solving problems on the fly, and thriving in the chaos.