There is an incontestable relationship between performance and pressure. Too little pressure and an individual fails to perform at their potential (rust out), too much and we see a drop in performance and the development of non-specific health problems, loss of attention and a struggle to keep motivated (burn out). Individual tolerance levels to pressure vary, but we all have a ‘breaking point’.
Organisational change, restructuring, increased commercial targets all can ramp up the pressure on leaders and managers to perform. So how do you ensure business objectives are met and employees are not only able to cope with the increased workload, but they positively thrive in this challenging environment?
Organisational change is often seen as a means to “do more with less”, a drive for commercial success and a vision of a desired culture that encourages best practice in leadership, team building and communication. Irrespective of experience and inherent ability, if an individual is not able to be personally resilient in the face of ever increasing demands that change brings, then their performance will suffer.
Leaders who understand their impact can create organisations that are driven by motivation, wellbeing and high performance. How it feels to work in a particular organisation or team very often comes down to leadership.
By studying and learning from relationships between how we think (neuro), how we communicate (linguistic) and our patterns of behaviour and emotion (programmes), individuals can effectively transform the way they traditionally think and act, adopting new, far more successful models of excellence.
Irrespective whether the root cause of the distress is located in employment or at home, and it concerns a work colleague, friend or family member, or specifically relates to work, health or financial worries, the net result can lead to serious deterioration in a person’s mental wellbeing and a significant drop in their performance.