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Stress for entrepreneurs and small businesses

30 minutes (hopefully)

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Defining “stress”

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“Stress is a physiological response to the perception of a threat to our physical

or emotional wellbeing”

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“Stress is a physiological response to the perception of a threat to our physical

or emotional wellbeing”

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“Stress is a physiological response to the perception of a threat to our physical

or emotional wellbeing”

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“Stress is a physiological response to the perception of a threat to our physical

or emotional wellbeing”

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Physiological Changes

• increased muscle tension

• increased eye dilation

• increased blood/oxygen flow

• increased brain alertness

• increased respiration

• reduced digestive activity

• increased immune response

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Immediate Symptoms

• Anger and aggression

• Frustration

• Fear and anxiety

• Unable to focus on anything else

• Inability to cope

• Poor communication/teamwork

• Fast, shallow breathing

• Loss of control

• Agitation / strong emotion

• increased muscle tension

• increased eye dilation

• increased blood/oxygen flow

• increased brain alertness

• increased respiration

• reduced digestive activity

• increased immune response

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Negative Coping Strategies

• Anger and aggression• Frustration• Fear• Tiredness/lack of concentration• Inability to cope• Poor communication/teamwork• Breakdown in trust• Reduced commitment levels• Lack of confidence

• increased muscle tension

• increased eye dilation

• increased blood/oxygen flow

• increased brain alertness

• increased respiration

• reduced digestive activity

• increased immune response

• Ignoring the problem

• Non-stop focussing on the problem

• Over or under eating

• Inappropriate use of alcohol, tobacco or drugs

• Focus on other activities

• Withdrawal from society

• Psychosomatic illness

• Blaming or taking it out on others

• Self harm or even suicide

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Short Term Health Issues

• Sleep problems

• Inability to concentrate

• Lack of judgement

• Inability to make decisions

• Headaches

• Anxiety

• Muscular pain

• Visibility and awareness problems

• Colds and flu

• Stomach upsets

• General sickness and feeling “low”

• Unhappiness

• RSI

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Long Term Medical Implications

• heart attack

• cancer

• stroke

• high blood pressure

• high cholesterol

• stomach ulcers

• arthritis

• diabetes

• lowered immune response

• increased weight

• osteoporosis

• clinical depression

• severe mental health problems

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• Absenteeism• Staff Turnover• Litigation• Brand Protection• Quality of Service• Reduced Capacity• Workforce Morale

Research from ACAS

How real is the stress problem?

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• Absenteeism• Staff Turnover• Litigation• Brand Protection• Quality of Service• Delayed

Production• Workforce Morale

Reduce

d

Product

ivity

How real is the stress problem?

Research from ACAS

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• Absenteeism• Staff Turnover• Litigation• Brand Protection• Quality of Service• Delayed

Production• Workforce Morale

Reduce

d

Product

ivity

Reduced

Profitability

Research from ACAS

How real is the stress problem?

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Over 500,000 people a year in Britain experience work-related stress that is making them ill

There are 12.8 million lost working days due to work-related stress per year in Britain

One third of all sickness absence instances in Britain is caused by work-related stress

The average length of absence for stress-related illness is 29 days

HSE labour force Survey

2006

Work-related stress is the UK’s second largest cause of absenteeism (after minor ailments)

1 in 5 of all British workers believe their jobs are extremely or very stressful

How real is the stress problem?

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How real is the stress problem?

“97% of senior HR professionals believe stress at work is the biggest threat to the future health of the UK workforce”

Personnel Today Survey 2006

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Management of Health and Safety at Work Regulations 1999

Health and Safety at Work Act 1974

Disability Discrimination Act 1995

Protection from Harassment Act 1997

Other Legislation

UK Law

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Assess the risk of stress-related ill health arising from work activities

Management of Health and Safety at Work Regulations 1999

Health and Safety at Work Act 1974

Disability Discrimination Act 1995

Protection from Harassment Act 1997

Other Legislation

UK Law

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Take measures to control any identified risks and ensure workplaces are safe and healthy

Management of Health and Safety at Work Regulations 1999

Health and Safety at Work Act 1974

Disability Discrimination Act 1995

Protection from Harassment Act 1997

Other Legislation

UK Law

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Stress can count as a “disability”. In such cases employers are required to make reasonable adjustments to the workplace (e.g. reduce workload or other pressures).

Management of Health and Safety at Work Regulations 1999

Health and Safety at Work Act 1974

Disability Discrimination Act 1995

Protection from Harassment Act 1997

Other Legislation

UK Law

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Some claimants have successfully sued for stress caused by bullying at work under this Act.

Management of Health and Safety at Work Regulations 1999

Health and Safety at Work Act 1974

Disability Discrimination Act 1995

Protection from Harassment Act 1997

Other Legislation

UK Law

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Unfair treatment (e.g. by a line manager) could be considered discriminatory under various Acts (e.g. sexual or racial discrimination).

Management of Health and Safety at Work Regulations 1999

Health and Safety at Work Act 1974

Disability Discrimination Act 1995

Protection from Harassment Act 1997

Other Legislation

UK Law

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Why Take Action?

• Entrepreneur / Senior Manager– Ongoing value to business– Our own health and quality of life

• Employee Wellbeing– Ethical duty of care – Legal duty of care

• Enhance Productivity– Increase output– Improve quality of service

• Reduce Costs– Mitigate risk of litigation– Lower absenteeism / turnover

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Where does stress come from

(entrepreneurs)?• Pressure to make

things succeed

• Lack of resources…

– Time

– Cash flow

– Expertise

– Other resources

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Where does stress come from

(employees)?• HSE-defined six key

areas (management standards)…

– Demands

– Control

– Support

– Relationships

– Role

– Change

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Demands

Includes issues like workload, work patterns and the work environment.

HSE Guidelines

Management Standards

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Control

How much say the person has in the way they do their work

HSE Guidelines

Management Standards

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Support

Includes the encouragement, sponsorship and resources provided by the organisation, line management and colleagues

HSE Guidelines

Management Standards

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Relationships

Includes promoting positive working to avoid conflict and dealing with unacceptable behaviour

HSE Guidelines

Management Standards

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Role

Whether people understand their role within the organisation and whether the organisation ensures that they do not have conflicting roles

HSE Guidelines

Management Standards

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Change

How organisational change (large or small) is managed and communicated in the organisation

HSE Guidelines

Management Standards

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How do I deal with stress?

• In general life

• Whilst undergoing stress

• For our employees

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Negative Coping Strategies – General Life

• Do nothing!

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Negative Coping Strategies – Undergoing Stress

• Ignoring the problem or non-stop focussing on the problem

• Over or under eating

• Inappropriate use of alcohol, tobacco or drugs

• Focus on other activities/distractions

• Withdrawal from society

• Psychosomatic illness

• Blaming or taking it out on others

• Self blame, self harm or even suicide

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Negative Coping Strategies – Help Employees

• Don’t believe them

• Expect them to deal with it themselves or accept it as part of their job

• Don’t modify your own behaviour

• Stick to rigid, inflexible work demands

• Treat them as if they are business owners

• Do not provide any support, training or resources

• Do not involve staff in decision making

• Do not communicate to staff

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Positive Coping Strategies – General Life

• Learning about stress

• Using goal setting and time management skills

• Focussing on what is important (not what is urgent)

• Building a strong support network

• Practising stress management techniques

• Learning communication & leadership skills

• Developing mental, physical and emotional health and wellbeing

• Building a strong sense of self identity

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Positive Coping Strategies – Undergoing Stress

• Recognising and owning the problem

• Seeing the problem proportionally and rationally

• Planning to deal with the problem

• Taking action to deal with the problem

• Getting help from friends, colleagues and professionals as appropriate

• Applying stress management techniques

• Not putting relationships into jeopardy

• Drawing on your reserves of self belief

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Positive Coping Strategies – Help Employees

• Publish a stress or wellbeing policy

• Raise awareness & provide basic training

• Incorporate into induction & appraisals

• Conduct a simple survey on work stressors and act on it where appropriate

• Communicate with staff (esp changes) & involve staff in decision making

• Be approachable & supportive & try to be flexible with work demands

• Consider offering confidential counselling

• Encourage healthy lifestyle

• Set the standard by your own behaviour

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PDF Fact Sheets at www.innerphysique.com

• What is work-related stress?

• Conducting stress assessments

• The HSE management standards

• Stress management best practice

• Life skills - Assertiveness

• Life skills - Negotiation

• Relaxation techniques - Breathing

• Relaxation techniques - Heart rate

• Relaxation techniques - Muscle tension