“Don’t eliminate stress – Manage it”

 

Step 1:  Stress is your reaction, take charge of it.

Step 2:  Stress is a symptom; Identify the problem.

Step 3:  Cure the problem; areas lacking effective management.

Step 4:  Apply management where it is now missing.

 

Jesse Brogan, Management Engineer, brings you a way to manage areas where there is no real management.  This is the deeper purpose of Management Engineering, the application of scientific management where we now use rules of thumb.  The unique vision of this emerging specialty identifies areas where our lack of effective management leaves managers under stress.   There are few more damaging losses that any business may suffer than the loss of an experienced and effective manager – but these are the ones who suffer burnout.

Capture the vision!   The vision is clear even at the beginning.  Stress is our reaction to having concerns beyond what we can accomplish.  It comes from being too concerned, and from being unable to handle the needs we accept as our responsibility.  Good-management applications address both.  It identifies value in work, and helps those who are responsible assure performance.  This work invests in good management practices, and you can read it for yourself.

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The idea that we are causing ourselves to be sick, and harming the organization by caring too deeply about success is a little hard to really grasp.  But it is obvious, the modern manager is not encouraged to treat him or herself as a valued performance resource.  They are told that their subordinates are to do the work, and they are to manage their charges.

When push comes to shove, a major cause of managerial stress is drawing managers away from their performances to attend special orientations and training, such as stress-relieving applications.  It is just one more reason that things don’t get done as they should; the attempted cure becomes a part of the problem. 

It is not just the people who are stressed.  An organization is made up of people.  When the people are stressed, so it the larger organization.  It is unhealthful.  It is expensive.  It causes the loss of valuable resources. 

The most unhelpful modern answer is another management program to relieve the stress.  Perhaps we should send everyone home for a few days, and let the work pile up behind them.  The common answer is no answer at all.

 

Don’t just relieve stress, Manage it!

thumbnailJesse Brogan gives the answers in this work.  In typical engineering fashion, the problem gets all turned around.  The engineer is as likely to start with the solution as the problem.  After all, it doesn’t matter how you get to the right solution, only  that you get to it.

First:  Stress is not an enemy to be conquered.  The goal is to have a healthy understanding of what you should accomplish, and have good ability to accomplish it.  This comes from good-management understandings and practices.

Stress indicates a lack of good management.  Wherever harmful management stress is encountered, we can find inappropriate performance expectations, or an inability to gain the appropriate results through the resources that are provided. 

 We have many stressors in modern management.  The deeper challenge is in identifying these to places where a manager can really make a difference.  But then, stress is not relieved through accomplishment, it is relieved by adjusting inappropriate performance expectations, and doing all that can reasonably accomplished with available resources.  Stress is managed one stressor at a time, identifying each source and applying the management that will bring it under control.

 

This work starts with stress relief.  As stress is a personal response, it can be controlled through personal perspectives.  Immediate relief provides some working room to go after the stressors, and to address the deeper problems that cause the stress.

Handle one stress at a time.  We rarely have any one stressor that will harm a person, it is many stressors, with one or two of them being major stressors, that all work together to make a situation unbearable.

The pattern emerges.  Most managerial stressors have the same source, an attempt to replace good management practices with something better.  This opens the door to more widely directed corrective actions; actions that promote good-management practices where they have been replaced.

The solution is observed.  Stress is as much perception as fact; it is how we react to situations that are beyond our control.  The re-application of good management practices maximizes a manager’s control over a situation, even as it increases the accuracy of his or her perceptions.

 

The deeper cure is yours for the taking,

The cost is a few hour reading.

Stress is not a requirement to be met in working as a manager.  Stress is a personal characteristic that provides motivation.  Stress is to be managed as an impetus for performance.  With this work, you step into stress management on the level of clear vision.  You can intend your actions to accomplish what is most appropriate in your understanding.

There is no need to suffer common managerial stress. Get what you can now; the first 10% of the book is free for download. When you see what you are missing, I know you will want the rest!

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