(This article was first published in the Critical Path, the monthly newsletter of PMI Sydney Chapter publish in September 2023)

We are all facing increased challenges in today’s workplaces characterised by blurred boundaries, overload, complexity, and addiction to work. The unprecedented advances in technology that keep us connected 24/7, coupled with the widespread of remote and flexible working arrangements, have removed the demarcation lines between our work and non-work activities. This is leading to increased levels of stress and mental health issues. Much like the boiling frog syndrome, we fail to recognise the rise in stress until it is too late. 

I used to believe that stress is an inevitable part of life and little stress is good to maintain motivation and promote innovation.  However, I changed my mind when I recently came across the book “Work Without Stress” by Nick Petrie and Derek Roger.  The book challenges conventional notions of stress management and offers a fresh perspective on how to deal with stress through the lens of resilience.

The first step is to differentiate between pressure and stress. Pressure is described as the demand to perform, which is inherent in many aspects of daily life, and that’s good. However, stress only occurs when we add a critical ingredient to the ‘good pressure’: rumination about emotional upset. Stress, in this context, is a result of our habit of dwelling on negative emotions and potential worst-case scenarios.  In other words, pressure is good, while stress is bad.  When we label these accordingly, we can then cope effectively with the pressures of life and work.

Stress is our choice.  Stress is not an external force imposed by others but rather a product of our own reactions and rumination about life’s pressures. This shift in mindset from seeing stress as an external problem to recognising it as an internal response forms the foundation of the proposed approach to achieve resilience.

The book offers a fresh perspective on how to deal with stress through the lens of resilience. The central argument revolves around understanding the difference between pressure and stress, controlling attention, becoming detached, and letting go of negative emotions to develop a more resilient personality:

1. Waking Up: This step encourages individuals to become more aware of their actions and thoughts, emphasising the importance of being present in the moment. It highlights how often people operate on autopilot, missing out on the here and now due to excessive planning and daydreaming.
2. Controlling Attention: Attention is depicted as a powerful tool that individuals can consciously direct. By acknowledging and controlling their attention, individuals can avoid getting lost in rumination and emotional upset.
3. Becoming Detached: Detachment is not about disengagement but about maintaining perspective. It helps prevent the escalation of minor issues into major sources of stress. Detached individuals avoid catastrophising and stay focused on practical solutions.
4. Letting Go: Letting go of negative emotions is emphasised as a key component of resilience. It involves recognising that holding onto emotions like anger, fear, and guilt serves no productive purpose and only contributes to stress.

Project Managers have an important role of practicing and promoting resilience within their teams. It is crucial that they ask relevant questions to prevent rumination, differentiate between pressure and stress, and help themselves and their teams understand this distinction. Project Managers should facilitate a work environment that fosters open communication and encourages team members to express their emotions appropriately.  Project Managers have the responsibility to maintain a healthy working environment as much as they have the responsibility to deliver a successful project.