Leadership Power Stress: Creating Renewal
“Power stress is part of
the experience that results from the exercise of influence and
sense of responsibility felt in leadership positions.”
—Richard Boyatzis and Annie McKee
Resonant Leadership
Harvard Business School Press, 2005
Ambitious
and results-driven, many leaders begin a new position with great
promise, only to crash and burn after months of unrelenting efforts.
Why does this happen, in spite
of a leader’s vision,
talent and emotional intelligence?
Effective executives often find themselves caught in a cycle of
stress and sacrifice, without any possibility or time for recovery
or renewal.
It takes special talents to lead people within organizations.
Most of those who make it to the top have proven track records
for influencing others, getting teams to work together and achieving
results.
Such leaders
are what organizational psychologists Richard Boyatzis and Annie
McKee call “resonant leaders”:
They are in tune with others and have high degrees of emotional
intelligence and motivation for power and achievement.
“Yet even the most resonant leaders—whose ability
to deftly manage their own and others’ emotions to drive
their companies to great results—end up spiraling into dissonance,” the
authors write.
Leaders are
especially prone to “power stress,” and
several unique factors contribute to its rise in executives at
all organizational levels. Power stress can drive talented leaders
into a cycle of dissonance with themselves, the people they lead
and their organizations. Job-related burnout has serious ramifications,
racking up substantial costs for individuals and their organizations.
To counter
inevitable power stress, leaders must learn to manage themselves
effectively. They can take many
steps—from increasing
their awareness of its signs and symptoms to practicing renewal
and recovery exercises—before stress overwhelms them.
Let’s review some of power stress’ causes
and manifestations before examining prevention and recuperation
techniques.
Sources of Stress
The first
decade of the 21st century is rife with unprecedented change—some
of it quite disturbing. Consider the following recent events:
• |
Our
planet’s climate is changing. |
• |
Natural
disasters are on the rise. |
• |
New
diseases and epidemics are emerging. |
• |
Social
systems that have been in place for ages no longer meet families’ or
nations’ needs. |
• |
Formerly
local, containable conflicts are now global. |
• |
Institutions
struggle to survive, with some leaders bending the rules so
they’ll appear successful—no matter what. |
• |
Organizational
complexity has increased exponentially, leading to creative,
yet unusual, ways of doing business. |
Those who run today’s organizations
are doing their best to step up and inspire people to do their
best. Leaders are now faced with unprecedented challenges: managing
in global business environments, using technological innovations
while maintaining security measures and achieving results in
unstable times.
Leaders also find it extremely difficult
to sustain their effectiveness—and
resonance—over time, with organizations constantly calling
upon them to give more. Little value is placed on renewal or developing
practices and habits that create and sustain resonance.
In fact, many organizations overvalue
and encourage certain destructive behaviors, such as working
long hours. They tolerate discord,
as long as results are achieved. They fail to provide time or
encouragement for cultivating skills and practices that ameliorate
stress’ negative
effects.
Unfortunately, many leaders succumb to overwhelming pressures
when power stress hits critical mass. There are, however, signs
and symptoms one can recognize to prevent a professional and life
crisis.
What Is Power Stress?
Leadership requires one to exercise
influence and power. Leaders must have an impact on others to
make things happen, are responsible for their organizations’ well-being and are under continual
scrutiny—all of which increase stress levels.
Those who head organizations rarely face clear, simple choices.
Communication and decision-making are incredibly complex. Leaders
are often called upon to achieve results while leading individuals
over whom they have little authority, as well as work well with
alliances and peers.
There’s no doubt that it’s lonely at the top. Affiliating
with others is known to relieve stress, yet pressured leaders are
more likely to work harder than to reach out to others. The higher
one’s position (perceived or otherwise), the less authentic
the feedback. Leaders can be prone to “CEO disease,” where
the feedback going upward is distorted or diluted.
Sources of Leadership Power Stress
Leaders experience increased stress because they:
• |
Must
make important decisions with conflicting and complex data |
• |
Must
influence others over whom they have little authority |
• |
Have
a dominant need for power |
• |
Value
power and achievement over affiliation with others |
• |
Must
continually achieve results—no matter what |
• |
Lack
realistic and authentic feedback from others |
• |
Constantly
fight fires, solve problems and contend with crises |
• |
Are
held responsible for uncontrollable events |
• |
Are
more visible to stakeholders, the public and customers |
• |
Are
subject to unrelenting evaluation from peers, boards and competitors |
• |
Must
exercise constant self-control |
• |
Must
place the good of the organization above personal impulses
and needs |
• |
Work
for organizations that encourage self-sacrifice and long hours,
while undervaluing renewal, recuperation and relaxation |
A shift from
occasional episodes of power stress to daily experiences leads
to chronic stress—a condition that has deleterious
effects on the immune system and one’s overall health. Even
worse, power stress leads to destructive psychological states.
Leaders may withdraw to protect themselves or strike out at others,
inappropriately expressing anger. Some may double their efforts
to achieve results and, in the process, miss important information
from colleagues. This further alienates people, who may begin to
perceive the leader as arrogant and unreceptive.
Power stress
causes a leader to go from resonance to dissonance. Once
this happens, there’s
a lack of trust and, consequently, a lessening of influence over
the troops. Results falter, and the leader becomes ineffective,
downwardly spiraling toward burnout.
The Cycle of Sacrifice and Renewal
Power stress has always been a workplace reality, but perhaps
it is more prevalent now because flatter organizations require
more authentic leadership. A leader cannot rely on his position
as a source of power and influence; rather, he requires authentic
trust and resonance with those he leads.
The problem
lies with a lack of recovery time. There’s
no halftime on the field. As unrelenting pressures and stresses
mount, greater attention must be given to recuperation on both
the personal and organizational levels.
Leaders continuously sacrifice themselves on the job. Few have
developed the necessary skills to deviate from destructive patterns
so they can renew themselves physically, mentally and emotionally.
How do resonant leaders manage perpetual crises and chronic stress
without succumbing to exhaustion, fear or anger? How can they avoid
responding to stress and perceived threats with fear-based, defensive
acts?
Renewal: A Holistic Process
Leaders who successfully manage the cycle of sacrifice, stress
and renewal are mindful of what it takes to turn situations around.
They find opportunities in challenges and create unique ways to
overcome obstacles. They motivate themselves and others by being
optimistic, focusing on values and connecting with others.
No one can
pull this off without mastering stress management and self-renewal.
These skills require one to pay
attention to mind, body, heart and spirit. Effective leaders
know they must attend to themselves first; otherwise, they won’t
have the energy to maintain resonance or manage other people.
The Leadership Paradox
Daniel Goleman,
an authority on emotional intelligence in organizations, calls
this the leadership paradox: “For leaders, the first
task in management has nothing to do with leading others; step
one poses the challenge of knowing and managing oneself.”(Resonant
Leadership, p. x)
• Connecting with the deep values that guide us
• Imbuing our actions with meaning
• Aligning our emotions with our goals
• Keeping ourselves motivated
• Keeping ourselves focused and on task
When we act in accord with these inner measures, we feel good
about what we do. Our emotions become contagious. When we, as leaders,
feel positive, energized and enthusiastic about our work, so do
those we influence.
Three Keys in the Renewal Process
Awareness
Be vigilant.
We must learn to recognize the moments when we’re
out of touch with ourselves and those we lead. We cannot succeed
without developing a sense of self-awareness and “other-awareness”—two
key elements of emotional intelligence.
Honing our
awareness skills leads to “mindfulness,” an
appreciation of what’s going on inside and around us on several
levels. We become fully conscious of our whole self, other people,
and the context in which we live and work.
Hope
Hope contributes to recuperation and renewal, enabling us to believe
the future we envision is attainable. Accompanied by an optimistic
attitude, hope helps us move toward our goals and visions, while
inspiring others.
Compassion
Connecting with other people’s wants and needs provides
another source of energy and recuperation. Compassion replaces
a leader’s small-minded, self-centered worries by redirecting
his focus to others and helping him sidestep the trap of arrogant
self-absorption. This shift allows leaders to renew their spirit,
which is crucial for sustaining themselves and maintaining leadership
efficacy.
The Brain and New-Age Rhetoric
Before you dismiss the concepts of mindfulness, hope and compassion
as New Age rhetoric, take note of current research. Recent studies
in management science, psychology and neuroscience all point to
the importance of developing mindfulness, hope and compassion.
These practices are solidly supported by scientific evidence.
It boils down to the brain, which processes information and sends
signals to the sympathetic or parasympathetic nervous systems.
The sympathetic system is activated in response to a stressor (positive
or negative). This part of the nervous system sends us into action
(fight or flight).
The parasympathetic nervous system responds to events that are
perceived as relaxing, enjoyable and calming. When activated, it
counteracts symptoms of stress in the body.
Here are some common recovery rituals that involve the parasympathetic
nervous system:
• Meditation
• Walking (also a way of meditating)
• Yoga and stretching
• Sports (team or individual, competitive or noncompetitive)
• Dancing and singing
• Listening to music
• Viewing films
• Reading books (novels and business-related)
• Doing volunteer work
• Teaching classes
• Participation in religious or philosophical groups
• Hobbies
• Family projects
Of course, each of these activities
involves the whole body and both nervous systems. The
key is one’s attitude. It’s
possible to let ambition and competitiveness interfere with the
relaxation and recovery processes. We must be aware and mindful
of how we manage our thoughts, bodies and spirits.
There’s a big difference between
effective leadership practices that can be defined and tracked
and trendy, empty words commonly found in popular magazine articles.
The notion that power stress can be managed by employing mindfulness,
hope and compassion for renewal is not only logical, but also
validated by scientific research. Leaders can easily adopt these
approaches in the context of the work world.
As with many leadership development
tasks, it’s often best
to engage the services of a qualified executive coach.
Working
Resources is a Leadership Consulting, Training and Executive Coaching
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Intelligent People; Emotional Intelligence-Based Interviewing and
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Dr. Maynard Brusman
Consulting Psychologist and Executive Coach
Trusted Advisor to Senior Leadership Teams
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