Naming 'The Dark Lord' of the Corporate World

Whilst workplace stress is receiving a healthy amount of attention these days, a very particular group remain unattended to. For the majority of senior executives, accurate assessment of their own levels of stress continues to be overlooked. A destructive, yet understandable taboo persists amongst corporate leaders in both identifying and addressing their own overwhelming stress. Psychological research attributes this largely to the fact that executives themselves see any such admission as a sign of weakness. From time to time, a manager, HR specialist or an executive coach may pick up on some behavioural signs of severe stress, such as substance abuse, anxiety or severe tiredness. However, unless the intervening professional is either a medical doctor or has psychological training they are unlikely to be equipped to assess masked stress behaviours, let alone effectively encourage acknowledgement of the issue. Furthermore, coaches and HR specialists whilst helpful, are rarely trained in the psychodynamic protocols required to assist the executive in dealing adequately with concealed stress. Thus, senior executives require the support of professionals familiar with the areas in which executive stress often arises, and who are then able to evaluate veiled stress levels and promote self-awareness. Most crucially though, they must be able to do this in a group of people for whom ‘stress’ is simply not a topic for discussion.

 Research suggests that the wellbeing of our corporate leaders is being neglected due to an unwillingness and inability to recognise and manage workplace stress. Our industry captains are trained at an early age in the art of concealing imperfections and later on, in obscuring professional struggles.  After all, who would respect a leader who admitted to feeling tired, anxious or overworked in today’s competitive corporate environment? Surely a competent leader should be the ‘ideal’, void of all weakness and represent the epitome of strength? It is this common perception which necessitates self-deception and impression management tactics in leaders, and which deters senior professionals from seeking even secretive assistance. It is unrealistic however to expect people to cast off the natural human desire to be led by idealistically strong or perfect executives, or the desire of executives to embody that. We can nonetheless assist leaders in the discreet identification and recognition of this organisational enemy which has been shown to constrain both corporate and personal growth. So why and how should we approach the ‘unnamed scourge’ of the boardroom?

 The challenge faced by executives and corporations due to stress is increasing under the perpetually evolving face of global business. Life in the fast lane is more challenging than ever. It now encompasses colleagues who work on opposite sides of the globe, relationships conducted solely electronically, frequent mergers and acquisitions, far flung loved ones and social media which demands a greater portion of our cognitive energy than our actual day jobs. Executives nowadays have a broad burden to bare. Professionals who experience stress related depression and exhaustion are worryingly common and well researched (Nyberg et al., 2015) with awareness raised only periodically by high profile cases such as that of the 2013 suicide of Zurich Financials  CEO. No less than five top executives at the largest Swiss financial institutions took their own lives over a period recently of eight years. Understanding and promoting the psychological wellbeing of an organisations top performers not only avoids human tragedy, but also has a profound and more materialistic impact on a company. In 2012 as news was released that the CEO of AkzoNobel went on sick leave due to fatigue and work stress, the company’s shares dropped by 4%. The day his return was announced several months later, share prices rose by 3.7%. Senior executives well-being and health problems inarguably impact not only the support of employees, but also that of shareholders and investors. It’s also no wonder that research by a leading U.S University puts the cost of stress to American business at $344 Billion a year in medical bills and absenteeism. Thus, and as the social taboo surrounding stress in our leaders is not likely to disappear any time soon, stress management can and must be considered in all leadership performance forums. If not, and as history has foretold companies will reap not only human but also corporate misfortune.

  As far as the executives themselves are concerned, it has been observed that this group have a tendency to wear ‘stress’ as something of a badge of honour: If you don’t have it, then you are probably not working hard enough. Senior executives have a propensity to acknowledge that stress is there, whilst forbidding themselves from acknowledging its true impact, to themselves or to others. “Got to suck it up” or “All part of the territory”. It is seen as normal for executives to survive on five hours of sleep a night, to be under constant pressure and to be glued to their emails every day of the week. This high performing, highly paid body of workers are thus particularly susceptible to stress and illness, but have neither the social permission, nor the time or self-awareness to identify and to deal with this dynamic. Thus, whilst executive stress is apparently ‘accepted’ it is nonetheless ‘normalised’ which further exacerbates the taboo: “Stress is normal for people like me, everyone else manages, so should I”.  So how can performance professionals and leadership development interventions best take this issue in hand, allowing for the social requirement for organisational resistance and self-deception in executives?

  Given the above landscape, most executive coaches and HR professionals are ill equipped to deal with executive stress. Performance Psychologists and those extensively trained in mental wellbeing are able to identify stress issues and particularly those relating to self-deception and the unconscious aspects of an individual’s perception at work. For example, research suggests that positive results are achieved through employment of a psychodynamic approach to stress in executives, permitting a more subjective examination of work and wellbeing. In other words, stress is a highly unique experience for each individual and is most effectively analysed when situated in the context of an individuals own life circumstances and experiences. After all, some executives may well enjoy or receive a relative ‘pay off’ from stressful situations. (Driver, 2014, Bricknell, 2010). A challenge, whether it be physical or emotional will include a neurological reaction – an adrenaline rush resulting in a potentially positive emotional sense of accomplishment. Many Police professionals or those in the Military opt to return to intensely stressful scenarios time after time as they profess to receiving emotional reward or subjective benefits to doing so. (Kets de Vries, 2010). So another question which a performance psychologists might ponder is how stress in executives can be harnessed and re-routed down just such a positive, versus a negative path. How can executives be trained to focus their perception of stress towards a mindset more a kin to ‘relishing challenge’ or ‘opportunity for positive change’ rather than ‘fearing failure’ or ‘be afraid of negative consequences’. Any psychology professional experienced in leadership psychology and applied neuroscience will tell you that such cognitive behavioural change is achievable. The potential for altering the pathway and impact of stress in an executive is vast, but only once it’s existence has been acknowledged and assessed.

 Whatever the interventions employed in managing behavioural pathways relating to stress in corporate leaders, it is vital that professionals are able to employ tools which assist the executive in the accurate analysis of stress indicators, despite the existence of self-deception, impression management or poor self-awareness. Executive stress effects a group for whom self-deception is a common and often necessary survival technique. Performance psychology consultants will work with organisations to engage the requisite psychodynamic lens in identifying the infamous ‘Dark lord’ of the corporate world. The proper naming of which has a powerful dual benefit: improvement of both organisational performance and the personal wellbeing of a company’s most valued professionals.