Cope better with pressure

One of the most common causes of intrinsic pressure is conflict within the team itself. Most managers will recognise this and may be frustrated that their team doesn’t appear to be able to ‘just get on with each other and get the job done’. 

Indeed, such a situation is frustrating and an unwelcome distraction in an already busy team, but it does require careful attention to prevent further escalation. Managers need to deal with conflict positively and help people work together through a structured review. The following questions may be helpful in structuring your approach:

• What overarching goals are we supposed to accomplish as a team?

• What are each of our roles and responsibilities in accomplishing that goal?

• Who does each of us need to get information from and when?

• How well are we communicating as a team? What could be better?

• If we get into trouble, who can we ask for help?

• How do we arrive at decisions?

• What strengths do individual team members bring in accomplishing our goals?

• How are we going to make ourselves more accessible to one another?

• What are we doing that is blocking the resolution of this problem?

• How can we express differences without blaming others?

• Which behaviours are unproductive? Why is this happening? How is this affecting individuals and the work of the team?

This series of questions may allow you to unearth some issues that you can then explore further. It is important to address issues head-on in a professional and calm manner, relating everything back to the overall purpose of the team and what it is that you are all there to do, rather than making things personal.

Focus on what matters

Research indicates that the leaders who succeed in tough times are the ones who are able to cope with pressure, thrive under pressure and lead their people effectively. They don’t panic, they have control of their emotions, are self-aware and have a calming effect on those around them. They demonstrate confidence and boost confidence in others.

When under pressure, such people get others to focus on what matters most – not what matters least. They make things easier instead of adding more pressure by creating a climate of instability, confusion and disagreement. They bind the team together and enable everyone to draw on their own and collective strengths, to be resilient and able to give their best.