Is Work Killing You? A Doctor's Prescription for Treating Workplace Stress

But he also wrote this book for organizations. The root of the stress epidemic lies in the workplace itself. Leaders have to understand that taking some of the pressure off their employees will lead to higher productivity, higher morale, and a healthier workforce.

We want to say upfront that the author doesn't point the finger of blame at all organizations, and he doesn't imply that most organizations are sweatshops run by mean-spirited people.

In fact, he cites one example after another of organizations and managers who work hard to reduce stress for their employees. For example, they enforce electronic blackout periods on nights and weekends, so employees can disconnect and recharge. There are organizations where everyone stops work at noon and eats lunch together in a common area. And, some organizations send workers home if they're there past 6:00 p.m.

On the flipside, though, are organizations that are plainly exploiting their employees. The book is full of personal stories and case studies from some of the author's patients, and some of these are truly distressing.

So, the author takes a balanced approach in the book and covers both the good and the bad. But he says clearly that most leaders don't understand how stressed out their team members are, and how that stress is affecting productivity.

All of us can learn something from this book. Everyone experiences stress at work at some point, and here we learn how to better manage that stress so we stay healthy and work more productively. And, although the book deals with a serious subject, the writing style is often witty and fun, so it's an easy read.

David Posen is a physician, stress counselor, and speaker. He's also the author of the best seller "The Little Book of Stress Relief." So, keep listening to find out how to deal with unrealistic expectations, a few strategies for taming your email, and what you can do as a manager to deal with bullies on your team.

The author opens up the book with a sobering chapter about workplace stress, and why it's an issue we all need to care about. He clearly shows how stress snowballs in the workplace, and quickly leads to other behaviors such as abuse and bullying.

There's a long list of symptoms in this chapter that will help you find out if you're experiencing damaging stress levels. And, there are several pages that go over the very serious mental, physical, and emotional consequences that can occur when chronic stress goes unchecked. This first chapter is an effective wake-up call about stress, and how quickly it can hurt you if you're not careful.

The bulk of the book is divided into three main sections, each one dealing with one factor that contributes to workplace stress. These three factors are volume, velocity, and abuse. There's also a shorter section that concludes the book.

Let's take a look at the first big contributor to workplace stress: volume. According to the author, work overload has become an epidemic in many organizations, for a range of reasons. Downsizing, deadlines, peer pressure, and corporate culture, and technology such as email, text, voicemail, and instant messaging all play their part. But we also sometimes put pressure on ourselves to do too much work.

The author spends several chapters talking about each of these factors. The statistics and stories about downsizing are enough to make steam come out of your ears! And you might see some of these habits, practices, and decisions in your own organization.

One of the biggest problems with work overload – whether it's due to downsizing or unrealistic expectations – that no one really talks about it, at least not openly. Ever since the global downturn started in 2008, most organizations are doing the same amount of work or more, but with considerably less staff. The people who are left are often too afraid to speak up about their unrealistic workload, because they don't want to be seen as weak or a whiner. And they don't want to lose their jobs.

The author has been invited to speak about work-life balance at several Fortune 500 companies. But he was told specifically by many of these companies not to talk about working fewer hours. The people at these organizations were working 12 to 14 hours a day, and having a lot of stress-related problems. But top leaders didn't want him to mention ways to reduce their time at work. This story reveals the extent of the problem.

So what can you do about volume-related stress? One of the best things to do is take frequent breaks throughout the day. The author talks about the Healthy Stress Cycle, which looks like the up and down peaks of a mountain range. Ideally, we work and focus for a period, going up the mountain, and then rest and relax for a period, going down the mountain. Then, we go back up, and then come down.

The author says the irony of all this is that the very things we depend on to reduce our stress, like frequent breaks, are the very things we toss overboard when we have too much work to do. We skip lunch, we don't exercise, we reduce our sleep, and we don't make time for friends and family.

This is why it's so important to take timeouts. During the day, go for a walk, stretch, call a friend, or just do something that makes you feel relaxed and happy. You also need to make sure you're getting enough sleep.

The second section of the book looks at velocity. Not only do we have more work than ever to do, but the pace of that work, and the expectations that go along with it, keep increasing. In this part of the book, the author talks about the myth of multitasking and the misuse of technology. He also goes over factors that slow down workflow such as bureaucratic red tape and excessive meetings.

Many people have to cope with unrealistic expectations on a regular basis. If the bar keeps getting set higher and higher, how do you know it will ever stop?

One way you can counter unrealistic expectations is to first look at the expectations you have for yourself. Pay attention to when you experience stress or a time crunch during the day, and think about why it happens. Are you putting too much on your own shoulders?

The author gives a good example from his own life to show what this looks like. As a stress counselor, he scheduled clients in at 8 o'clock, 9:00, and 10:15. But his third appointment at 10:15 rarely started on time because he had to return calls, read client notes, or take a few minutes for himself. This made his mornings really stressful. Finally, he started scheduling clients in at 10:30 so he'd have the time he needed to catch up. This simple fix lowered his stress considerably.

Unrealistic expectations also extend to clients and customers. The author has some tips about managing expectations around deadlines. He says you should always communicate your reservations at the negotiation stage, if you're not sure you can meet a deadline. And if you think you might miss a deadline, be upfront about this as soon as possible, so a new way forward can be agreed upon. This advice is also useful for work you take on from your boss and colleagues.

Multitasking is another important issue covered in this second section. All of us have multitasked at some point, and some people do it more than others. But, research shows that multitasking reduces efficiency by 50 percent or more. What we're actually doing when we multitask is switching focus from one task to another, sometimes at lightning speed. This means we never give our full attention to either. We make more mistakes when we multitask, and there's even research that shows it damages our brain.

The remedy is a simple one. Don't multitask. Keep your focus on one single task at a time. You'll be more productive, less stressed and harried, and more efficient.

Another factor that causes stress is email, and there are a lot of things you can do to limit the volume you have to read and reply to every day.

First, don't respond to an email unless you have to. Not only does your reply take time away from more important work, but it's also one more email your colleague has to open and read. But make sure you establish protocols with your colleagues and clients first. Let them know you're trying to limit email, and you'll only respond when it's necessary.

You can also use the EOM technique for short bits of information. EOM stands for End of Message. You use this in your subject line when you need to communicate a very short piece of information. So, you could say as a Subject title, "Meeting Changed to 2:00. EOM." You don't have to put anything in the body of the email. This saves time for the sender and the receiver.

Another way to limit the flow of email is to remove your name from as many email lists as possible. Turn off email alerts that audibly let you know when new mail has come in. And, only check your email at set points during the day, ideally when you need a break from more intense tasks.

The last main section of the book looks at abuse. This means bullies, manipulators, and overbearing bosses, to name just a few. Conflict in the workplace is nothing new, but it's getting more common as more and more people are overworked and stressed out.

No one should have to come into work afraid that he or she is going to be the next target. Workplace bullies and aggressors are a big source of workplace stress, and it's up to managers to weed these people out of the organization.

First, you'll need to identify the problem people. If you're in a management role, you probably already know who these people are. If you don't, you may not be paying close enough attention, or you could be turning a blind eye to a problem.

Who has trouble keeping staff? Which teams have high rates of absenteeism and low productivity? Look for teams or departments that are underperforming. And watch for patterns. Does someone avoid someone else on a consistent basis? Is there a lightening of the atmosphere when a particular person goes on vacation? Pay attention, and you will find out who the bullies and problem people are.

It's important to establish whether or not real abuse and bullying is going on. But once you're sure that someone is guilty of abusive behavior, you need to tell him or her that this will no longer be tolerated. If your organization doesn't have rules that define and punish abuse, then write them. If rules are in place, enforce them.

Let the bullies know they have three months to change their act, and make sure you monitor their progress after you've given the warning.

They might need help from you or the organization in the form of sensitivity training, anger management, diversity training, or more. If they don't improve over time, then show them the door. They're likely causing more damage and trouble than they're worth.

There's a lot of valuable information in this last section. You learn what to do when your boss is your biggest source of stress, how to deal with and navigate office politics, and how to reduce your own stress and be more engaged when you work with difficult people.

So, what's our last word on "Is Work Killing You?" We think this is an important book that everyone will benefit from reading. The author does an excellent job laying out the causes of workplace stress, and how quickly this condition takes its toll on you, your organization, your family, and society at large.

He spends the majority of the book talking about the "big three" contributors to workplace stress: volume, velocity, and abuse. And, he cites numerous research and case studies that really drive his points home. By the end of the book, you can't help but acknowledge the effects chronic stress could be having on your physical, emotional, and mental well-being.

The book is also highly useful for anyone in a leadership role. Even if you don’t think you experience chronic workplace stress, you might inadvertently be causing your team to suffer from this condition. There are many examples that show how you might be stressing out your team, and there's a lot of advice on how to stop.

The author also presents strategies you can implement company-wide to change workplace practices, culture, and expectations. All in all, we think this a valuable and important book that anyone will benefit from reading.

"Is Work Killing You?," by Dr David Posen, is published by Anansi books.

That's the end of this episode of Book Insights. Thanks for listening.