Easy steps to break your work frustration cycle

Amongst the workstations at a rapidly growing startup in Mombasa, Wafula often finds himself navigating through a sea of high expectations. He reports to a dynamic leader driven by visionary zeal who sets ambitious targets.

But while their organisational environment buzzes with the thrill of innovation and potential growth, it also brews a turbulent storm of stress for Wafula.

The weight of continuous deadlines after deadlines and the crushing drive for perfection can feel overwhelming and transforms his daily grind into a mental test of endurance and resilience.

On the other hand at the same firm, Amina, faces a different kind of workplace challenge. Across the room, she contends with the subtle yet persistent undermining comments from a peer.

Each sarcastic microaggression and veiled criticism chips away at her confidence, injecting stressful doses of frustration into her workdays.

The tension not only stifles her creative potential but also casts a shadow over her interactions with her whole team. In a workspace that should thrive on collaboration and mutual support, Amina finds herself in an exhausting battle to safeguard her contributions and maintain her peace of mind.

Like many employees, Wafula and Amina believe that external factors are solely to blame for their workplace strife. However, researcher Annie McKee's recent study illuminates a different path in such situations whereby a focus on introspection and personal growth can lead to career transformation.

The research introduces a three-step process designed to break the vicious cycle of workplace frustration, deep stress, and senseless conflict.

The journey starts with developing self-awareness. The results of the research show that employees could substantially benefit from reflecting deeply on what triggers their stress responses.

List their top 15 workplace stressors, then prioritise those into the top five. Whether stress comes from a looming deadline or a challenging interpersonal interaction, understanding stress triggers becomes the first step towards managing them effectively. Otherwise, we just become reactive.

The second step involves mastering emotional self-control. The study recommends emphasising the importance of managing one's reactions to maintain clarity and composure under pressure.

Such a skill proves vital in preventing the brain from overreacting via the commonly called amygdala hijack, which involves the state where one's mental fight-or-flight response takes over.

When this happens, it clouds judgment and exacerbates conflicts. We switch from thriving to basic survival. While this increases our ability to survive in the ancient wilderness in our modern realities of workplaces, it makes things worse for us.

Read: Managerial involvement: Are you an overcontrolling or empowering manager

Finally, building positive relationships at work comprises the third step. The study advocates for a shift from a self-centered viewpoint to a more communal perspective.

Even though in Kenya we are better at collectivist approaches at work compared to other global economies, we can still improve by focusing on collaboration and support rather than competition. In as much, employees can foster a more supportive and less stressful work environment.

Additional simple practices like mindfulness, meditation, and regular self-reflection can profoundly impact our ability to manage stress and interpersonal dynamics.

As an example, while it may seem too simple, taking a few minutes each day for deep breathing exercises can help clear the mind and reduce the intensity of the stress response.

Moreover, the research suggests scheduling regular periods for intentional self-reflection to evaluate personal growth and areas needing attention. This helps individuals recognise their progress and adjust strategies accordingly.

Lastly, cultivating empathy also plays an important role in transforming workplace relationships. By striving to understand colleagues' perspectives and showing genuine concern for their well-being, employees can build stronger, more resilient teams, even during stressful times.

Further, asking simple questions like "What can I do to help?" can bridge gaps and heal rifts, which can pave ways for a more collaborative and less contentious work environment.

Have a management or leadership issue, question, or challenge? Reach out to Dr. Scott through @ScottProfessor on X or on email [email protected]