INTHEBLACK June 2025 - Magazine - Page 55
“Rather than just concentrating on ‘It’s got to be done’, you might say, ‘You’re on a bit
of a rough road at the moment. What are the challenges you’re facing and what do
you need to do to get the job done?’”
DR JANE FOSTER
members feel safe to share challenges
and concerns early, rather than holding
on to them,” says Bihary. “Helping people
identify their strengths will also help them
under pressure because they’ll think, ‘I know
how to do that, I’m confident in myself’.”
Building a culture of belonging likewise
contributes to high performance, particularly
when times are tough. This can stem from being
part of a “tribe” or having a shared mission.
“It can be very energising and inspiring when
our leaders remind us what we’re [working] for,”
says Bihary. “We want to have a sense
of meaning. We want to know what we do
makes a positive difference. We want to feel
valued and appreciated.”
A BALANCED APPROACH TO STRESS
Stress during busy periods is expected,
but not unwelcome, says Dr Jane Foster,
founder of Emotional Resilience Training.
“There’s a perception that if you’re successful,
you have a happy team. And that’s damaging
because you’re not supposed
to be happy all the time, especially if you’re
under the pump,” she says.
When stress levels are high, Foster counsels
leaders to identify whether they and their team
are experiencing “rough or smooth” emotions.
“Make sure you and your employees understand
that those rough emotions
are the things that increase your levels
of resilience,” she says. “Help them to
understand it’s OK to feel like that, but teach
them how to regain control.”
Breathing techniques, for example,
offer a simple tool for self-regulating emotions.
For maximum benefit, Foster suggests doing
two things at once to distract the brain from
stress. This might mean taking several deep
breaths while counting, wriggling the toes
or walking.
Leaders can also use common wellbeing
practices such as nutrition to prevent stress
from escalating into burnout. “We perform
better if we have breaks, get outside, are well
hydrated, eat healthy food and don’t rely
excessively on things like sugar and alcohol,”
says Bihary.
Similarly, she urges leaders to set
boundaries around work hours. “If people
are staying back, make sure they’re not
spending the whole night working — that
they’re actually having some downtime,”
she says. “Many people go home physically,
but their mind is still worrying about work.
It’s very unproductive and contributes to
a real breakdown in performance.”
VULNERABILITY AND LEARNING
Research reveals leaders who demonstrate
vulnerability can improve team cohesiveness,
trust and communication.
In high-pressure situations, leaders can show
vulnerability by sharing their challenges and
how they overcome them. They can also model
that they — like everyone — are always learning.
“It’s not just about acknowledging mistakes,”
says Bihary. “It’s recognising that
we are all lifelong learners and that’s part
of what keeps us engaged at work.”
Bihary recommends leaders be transparent
when seeking advice or help. Also, when
employees ask questions or own their mistakes,
leaders should commend and value their
willingness to learn.
When teams are under pressure, Foster urges
leaders to avoid focusing too much on the end
goal. “Rather than just concentrating on ‘It’s
got to be done’, you might say, ‘You’re on a bit
of a rough road at the moment. What are the
challenges you’re facing and what do you need
to do to get the job done?’” she suggests.
“It involves looking at the journey, rather than
just the fulfillment.”
When busy periods end, Bihary encourages
leaders to reflect on the experience. “After each
tough cycle, such as the end of financial year,
reflect back and think about what helped you
through it,” she advises. “Learn from it,
so you become more intentional about how
you apply different strategies next time.” ■
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