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Professional Diseases Manager

Stress, problems of professional "burnout", tension caused by interaction with colleagues and subordinates ... Joy from victories, negated by moral exhaustion, disappointment, feeling of a dead end ...
Stress, problems of professional "burning out", tension caused by interaction with colleagues and subordinates ... Joy from victories, negated by moral exhaustion, disappointment, feeling of a deadlock ... The complex of psycho-emotional difficulties accompanying the life of people seriously immersed in business new Investgazeta was interested in the possible and most real problems of the sphere of feelings of 2008 and the ways of their regulation. 

Threat # 1: "Manager's syndrome" 

The more we strive to be in time, the faster our time runs. Mad rhythm of life - the inevitable companion of any goal-oriented and successful person in his career. However, not many people manage to effectively manage their time, relax and “let off steam”, 

"Responsible for the results of the company, management efficiency, gaining market share, managers are in a state of permanent stress. Accumulated in this way fatigue affects the performance of any person. And the consequences and the degree of their impact on others can be very different. the reasons for which can be long-term stress and overwork, to undesirable tendencies in the company ", - Tatiana Glu, consultant for human resources of consulting company TOTAL HR Consulting, notes Hovskaya. 

Late attention and regulation of this problem is fraught with acquaintance with the managerial syndrome that is widespread in the West (Epstein-Barr disease, chronic fatigue syndrome, flu yuppie). 

Emerging in the 80s of the last century, this syndrome is considered to be an occupational disease of wealthy, educated, young workaholic managers. As the managing partner and management consultant of the Fourth Dimension Victoria Zhuravleva explained to us, in many respects the “manager's syndrome” is a retribution for the stereotype of life and ignoring the spiritual quest laid down by nature in each person. The term "manager's syndrome" is not in official medicine, but in real life this syndrome not only exists, but is becoming more and more common. His signs include constant fatigue, loss of interest in his surroundings, work, his own life, feeling of a dead end, deterioration of the general condition of the body, the emergence of various kinds of dependencies (for example, from alcohol, gambling, etc.) 

At the same time, it is clear that responsibility for stress is part of the work of a manager. How to prevent such an "overload"? 

"Leisure, sports, time spent with loved ones is a great way to recuperate and get emotional. But that's not all. Stress management skills require serious attention and development, as well as other key skills for a manager. Our society ready for personal therapy in its various manifestations (individual, group, coaching). This is confirmed by trends in metropolitan business circles - more and more managers work with psychotherapists and are engaged in psychoanalysis, "says Tatiana Glukhovskaya. 

Threat # 2: "Midlife crisis" 

Another potentially dangerous psycho-emotional problem of the Ukrainian manager (middle and top managers) was voiced by the director of the Pulse Center for Training and Development of the Company’s personnel Aret Belyakova. This is the so-called "midlife crisis". The fact is that the average age of managers is growing, and it is in 2008 that it will reach a critical level of about 40 years. Previously, such a problem was absolutely uncharacteristic for specialists of this level. Now, increasingly, managers are faced with a sense of hopelessness, lack of prospects, an underestimation of their capabilities and a sense of their own lack of demand for age. 

So, if there are two applicants for a vacancy of a manager, the employer will give preference to the young and inexperienced - he not only costs less, but also learns faster, adapts to modern realities, keeps up with the times, has a more active life position. 

On the other hand, the value of a “middle-aged” manager is that he is constant, stable, loyal, has a developed professional outlook, experience of trial and error. In most cases, he is a family man, he can spend a long time sitting at work, does not pretend to a large amount of free time. 

Therefore, it is extremely important for the employer to understand that middle-aged managers are at risk and should be treated accordingly. At this age, a person seriously thinks about what he has achieved and what to do next. So the problem can be solved by defining a future career, installing new powers and responsibilities, improving working conditions. 

“The employee must clearly define his vision for future growth, and his boss must help with this. Financial stability is extremely important for middle-aged people, so they can be trained in financial planning, credit and deposit programs. 

Now in Ukraine there is a situation in which the rise in prices is not regulated by either wages, the market, or the state. In this situation, the middle-aged manager, who is accustomed to the well-established working conditions, may be ashamed to ask for salary increases and start looking for a new job. The employer needs to anticipate this and try to give its support and attention. And, of course, give the manager a chance to get more material reward, ”recommends Ms. Belyakova. 

Bypassing? 

Despite the psychological dangers surrounding potential managers, experts in this field do not predict any“ aggravation ”or“ epidemic ”for the current year. 

They explain this by a heightened increase in interest on the part of top managers in psychological knowledge, which allows them to better understand themselves, to assess their strengths and weaknesses and their subordinates. Recently, they readily go to master the skills of management, change, emotional competence, conflict management, stress management, coaching as a tool for working with staff. 

"Why is this knowledge needed now? Yes, because all sorts of problems associated with stress, burnout, etc., do not" attack "by surprise. 

These problems can be called "honest", because before they devour a person, they talk about their presence in all possible ways and signals. Thus, managers with relevant psychological knowledge, who understand their personal characteristics, will be able to track these signals in time and, as a result, avoid unnecessary problems, ”predicts Victoria Zhuravleva. 
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