Four Strategies to release from Office Freak-Outs


Instead of reacting, remember to respond to keeping calm when the situation warms up. Responding means thinking and deliberately adapting one’s behavior to the current situation. It involves the parasympathetic nervous system, which is activated when the body is calm and at rest. In contrast, the reaction means automatically going into a state of stress with a high alert. Your brain automatically processes the problem as an emergency, and your sympathetic nervous system is activated, preparing your body to fight, escape, or freeze. make your own strategy.

Kathryn D. Cramer describes highly effective leaders as highly responsive leaders who respond to difficult situations with high energy and excitement in the face of fear and stress.

Learn how to manage your aggression for less emotion with the four strategies below:

Strategy No. 1: Take 10

Consider this sentence: “The only difference between fear and excitement is breathing.” When you feel stress-induced anxiety, take the phrase as a mantra. Physical action (or doing) ten deep breaths will help you break the cycle of high consciousness and direct your adrenaline positively towards high energy.

Whenever you prefer, be excited to take ten deep breaths of fear. Breathing ten times interrupts your reaction and opens the way for your parasympathetic nervous system to enter. However, you cannot be calm and anxious at the same time.

Strategy No. 2: Get off the ground and enter the position

Think about the difference in perspective when a player is on the field in front of a spectator on the podium. As a player, you have an immediate line of sight. In contrast, when you are in the stands, you can see what is happening on the whole earth. Your view is wider and you can predict the games before they happen because you can follow the movements of all the players.

In our daily activities, we spend most of our time “on the field” and are deeply immersed in making the best games to win the game. Sometimes, when the pressure is too intense, you can reduce your anxiety and facilitate responsiveness by going to the stands to see the bigger picture. In psychology, this is called “meta-going”. While you are still engaged in problem solving, decision making and other daily activities, at the same time you go beyond the situation to see the dynamics. From a meta point of view, you can ask yourself questions: What do I do? How do others behave? What is really going on here?

Going to the podiums will allow you to mentally pull yourself out of your immediate reactions and desires. From this higher perspective, you can see new possibilities. You can interpret the behavior of others to find better positional assets. Going to the stand allows you to better understand what other players are experiencing, to accept their views and to stand in their mental shoes.

Strategy No. 3: Act, Observe, and Reflect

How much you learn from past leadership experiences is the key to increasing your effectiveness. The Classic Leadership: Reinforcing Experience Lessons by Richard Hughes, Robert Gint, and Gordon Carfee describes the practice-observation-reflection model. Here is how it works.

The premise of the model is that when leaders take action, they should pause to see what has happened and then think about what has been done well (or poorly) and the lessons that can be learned. This model requires leaders to learn from what they do. Taking time to observe and reflect on your actions automatically puts you in a responsible state. Benefits are also a well-earned break from doing and cultivating rich lessons for things to do better next time.

Evaluate what you are learning as a function of what you are doing. You can do this in private or you can process what you are learning out loud in a conversation with someone else. Both methods will help you nurture your leadership experiences with value.

Strategy No. 4: Leave these Jerky Behaviors

1. Kissing while being crushed

You leave everything to support the bosses. You treat him with deep respect and move the mountains to do whatever he wants. The problem is that responsive emergencies cause your team to be spinning, stressing, and overworking.

Fixing it: Treat people with the same respect you have for your boss. Be just as professional and polite. Consider the implications before making commitments. Check employees’ workloads regularly and share their priorities with them.

2. You care more about your job than their progress and Strategy to release from Office Freak-Outs

Nothing is more annoying than a boss who thinks everything belongs to them. Do not be quick-witted people who put their profession above everything else. Your family want a man who cares about them and what they do.

How to tackle it: Take the time to understand your beloved ones demands and invest deeply in each person. Create a deep, crossover bench so you do not have to worry about keeping your MVPs.

3. Waste of time and Strategy to release from Office Freak-Outs

It is not fair to think that your time is more valuable than your family, friends and even employees time. Blurred vision and erratic meetings cost a lot of opportunity.

How to fix it: Do not force your anyone to wait for you or hold many meetings. Keep a to-do list for each member of your team and bring them to them several at a time, not distracting them every time you have a new job. Ask your team for feedback on how you can save them time.

4. Being grumpy and Strategy to release from Office Freak-Outs

Stress is contagious, especially when the boss is the carrier. Understand your situations and try to release them somewhere other than your team. True leaders come together even in the most difficult and exciting times.

How to fix it: Pay attention to your patterns and what amazes you. Find other ways to relieve stress (meditation, yoga, exercise, prayer). Encourage your team to signal when the intensity is high. Make it easy for your team to talk to you about how you feel about them. Many employees save their efforts for the people they respect.

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