In the current fast-paced and high-stress work environment, leaders are often tasked with navigating complex scenarios, making tough decisions, and balancing competing priorities. However, how do they cope with the stress that accompanies these responsibilities? Additionally, how does their behaviour when under pressure affect their team? David Maxfield and Justin Hale's article "When Managers Crack Under Pressure, So Do Their Teams" delves into these questions. Through an online survey of more than 1,300 individuals, the authors sought to understand their encounters with leaders in stressful situations. Specifically, respondents were asked to describe their leaders' approach under pressure and the effect of their actions on their work.
The results were clear: most managers and leaders buckle under pressure. Here are some of the key findings from our survey:
- Closed-minded and controlling: 53% of leaders were reported to be more closed-minded and controlling than open and curious when under pressure. This means they may be less willing to consider new ideas or perspectives and more likely to rely on their own opinions and judgments.
- Upset and emotional: 45% of leaders were reported to be more upset and emotional than calm and in control when under pressure. This can lead to irrational decision-making and poor communication with the team.
- Ignore or reject: 45% of leaders were reported to ignore or reject feedback from their team when under pressure rather than listen or seek to understand. This can create a toxic work environment where team members feel undervalued and unheard.
- Angry and heated: 43% of leaders were reported to be angrier and more agitated than calm and collected when under pressure. This can lead to a hostile work environment where team members feel afraid to speak up or share their ideas.
- Avoid or sidestep: 37% of leaders were reported to avoid or bypass difficult conversations under pressure rather than being direct and unambiguous. This can create confusion and resentment among team members.
- Devious and deceitful: 30% of leaders were reported to be more devious and deceptive than honest when under pressure. This can erode trust and undermine team morale.
These findings have important implications for leaders who want to create a positive and productive work environment. Specifically, leaders need to be aware of their behaviour under stress and work to mitigate any negative impact on their team. Here are some strategies that can help:
- Practice self-awareness: Leaders must be aware of their triggers and stress responses. This can help them identify when they are starting to feel overwhelmed and take steps to manage their emotions before they escalate.
- Cultivate curiosity: Leaders who are open to new ideas and perspectives are more likely to make informed decisions and engage their team in meaningful ways. This requires a willingness to listen and learn from others, even under pressure.
- Create a culture of feedback: Leaders who actively seek feedback from their team can create a more collaborative and inclusive work environment. This means being open to criticism and using feedback to improve their own performance.
- Manage emotions: Leaders must manage their emotions effectively, especially when under stress. This requires developing staying calm and focused strategies, such as mindfulness meditation or deep breathing exercises.
- Be direct and honest: Leaders who are straightforward and honest with their team, even when delivering difficult news, are more likely to build trust and respect. This means being clear and unambiguous in their communication, even when under pressure.
The survey highlights the importance of leadership style under stress. Leaders who can manage their emotions and engage their team positively and productively can create a culture of trust and respect. Being aware of their behaviour under stress and taking steps to mitigate any negative impact on their team will encourage and drive a team to go from good to great.
