By Tony Frost, MD, Sirocco Strategy Management

June 2011

Stress and tension are the source of much attention and with good reason. They are the cause of much of the ill-health in the world today. The medical profession would probably have a significantly different role to play if the spectre of stress were to disappear. Many of the pharmaceutical companies make some of their greatest profits out of drugs related to the prevention and alleviation of the symptoms of excessive stress.

I have used the word 'excessive' intentionally because if there were no stress none of us would be inclined to get out of bed in the morning. Thus ther is another side to the issue of stress, a positive side. But it requires a very fine balance and focus to ensure that the results do not inexorably become negative.

Everyone needs to recognise the early symptoms and to have at least some idea of what can be done to ameliorate the consequences of excessive stress.  Once one knows the symptoms one can begin to take positive action to lower the stress levels and remain focused on the positive aspects of life.

Leaders, though, need to find ways of creating positive tension. Too much tension results in stress, too little results in a laissez faire attitude, while just the right amount can ensure world-class performance.

Coaches and athletes wrestle with this dilemma all the time.  Peaking for a big event requires just the right amount of positive tension. Like a pride of lion on the hunt:  too much tension and the kill is bungled, too little and the pride goes hungry because there is just not enough aggression.  This concept applies as much to the lion as it does to teams in all organisations, everywhere.

So how do we achieve the right level of tension so that people are keyed up at just the right level?

There are two critically important factors:

1. No one must believe the job is ever perfectly complete. Everyone must be made to understand that there is always a higher level to strive for. If this doesn't happen and the competition gets it right you will come second. So serious ‘stretch’ targets at every level in the company – individual, team, group and organisation – are essential.
2. Introduce a fun and enjoyment culture where achievements are celebrated and failures are thoroughly examined for what can be learnt. Scape-goating and witch-hunting creates negative energy and tension and will certainly create stress.  Unpacking the failures and mistakes are wonderfully energizing opportunities for organizational learning.

With a success-orientated culture that has fun as one of the pillars of success the organisation will deal with the negative consequences of stress and will also provide an escape valve to prevent the symptoms from appearing in the first place.  Get out there, have fun, stretch your people and reap the rewards!

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