SELF IMPROVEMENT AND MOTIVATION

While it may seem like there’s nothing you can do about stress at work and home, there are steps you can take to relieve the pressure and regain control. Why is it so important to manage stress? If you’re living with high levels of stress, you’re putting your entire well-being at risk. Stress wreaks havoc on your emotional equilibrium, as well as your physical health. It narrows your ability to think clearly, function effectively, and enjoy life. It may seem like there’s nothing you can do about stress. The bills won’t stop coming, there will never be more hours in the day, and your work and family responsibilities will always be demanding. But you have a lot more control than you might think. Effective stress management helps you break the hold stress has on your life, so you can be happier, healthier, and more productive. The ultimate goal is a balanced life, with time for work, relationships, relaxation, and fun—and the resilience to hold up under pressure and meet challen

Whatever your work demands, there are steps you can take to protect yourself from the damaging effects of stress, improve your job satisfaction, and bolster your well-being on and off the job. When is workplace stress too much? Stress isn’t always bad. A little bit of stress can help you stay focused, energetic, and able to meet new challenges in the workplace. It’s what keeps you on your toes during a presentation or alert to prevent accidents or costly mistakes. But in today’s hectic world, the workplace too often seems like an emotional roller coaster. Long hours, tight deadlines, and ever-increasing demands can leave you feeling worried, drained, and overwhelmed. And when stress exceeds your ability to cope, it stops being helpful and starts causing damage to your mind and body—as well as to your job satisfaction. You can’t control everything in your work environment, but that doesn’t mean you’re powerless, even when you’re stuck in a difficult situation. If stress on the

In today’s fast-paced world, chronic stress is common, but your mind and body can pay a high price. Learn to recognize overwhelming stress—and what you can do about it. What is stress? Stress is your body’s way of responding to any kind of demand or threat. When you sense danger—whether it’s real or imagined—the body’s defenses kick into high gear in a rapid, automatic process known as the “fight-or-flight” reaction or the “stress response.” The stress response is the body’s way of protecting you. When working properly, it helps you stay focused, energetic, and alert. In emergency situations, stress can save your life—giving you extra strength to defend yourself, for example, or spurring you to slam on the brakes to avoid a car accident. Stress can also help you rise to meet challenges. It’s what keeps you on your toes during a presentation at work, sharpens your concentration when you’re attempting the game-winning free throw, or drives you to study for an exam when you’d rath

Too many managers avoid giving any kind of feedback , regardless of whether it’s positive or negative. If you work for a boss who doesn’t provide feedback, it’s easy to feel rudderless. It can be especially disorienting if you’re new in the role, new to the company, or a recent graduate new to the workforce. In the absence of specific guidance, is there any way to know what the average boss would want you to work on? While everyone will have different strengths and weaknesses they need to work on, when we examined our database of performance evaluation information for more than 7,000 individual contributors and 5,000 managers, we noticed a reliable pattern. There were five behaviors that managers most often associated with high performance: Delivering results. The strongest, most consistent correlations were skills that focused on achieving results. When individuals were able to achieve goals on schedule and did everything possible to get results, managers were impressed. Another

We are now in the era of do-it-yourself career development. Companies less frequently offer formal training  — a trend that has been around for years. This may be because employees change jobs so frequently ( job tenure now averages about four years) that firms don’t see the value in investing in people who are likely to leave. This is a sharp contrast with the investment that senior leaders used to make in employees. During my 11 years at PepsiCo, mostly during the 1990s, “personal development” was treated as a major company initiative. Unfortunately, organizations today are unknowingly leaving employees with skill gaps and blind spots that can derail careers and organizational effectiveness. And managers aren’t helping. Too worried about their own hides, most managers don’t have time or energy to focus on anyone else’s. In fact, Korn Ferry found that when managers rated themselves on 67 managerial skills, “developing others” came in dead last. Ideally, organizations would do mor