Work Stress Can Kill You - Don't Let It

Work Stress Can Kill You - Don't Let It
By Steve Tobak | March 2, 2010

I just read a report that Intel executive VP Sean Maloney suffered a stroke. Intel says the 53 year-old executive’s prognosis for full recovery is excellent and he’s expected to be back at work after a few month’s medical leave to recuperate. I’ve never met Maloney, but he’s been a rising star at Intel for nearly two decades and some consider him the leading candidate to take the reigns from current CEO Paul Otellini.

According to Real World Technologies analyst David Kanter in a Reuters article, “It was pretty clear that he [Maloney] and Dadi [Perlmutter] would be running the company together when Otellini steps down. The bigger question is, long-term, is this something that Sean says, ‘Maybe I need to slow down? Or maybe I’m not the right person to step up and be CEO.’”

That got me thinking about how we work ourselves to death on a stress treadmill, often of our own making, expecting some beautiful oasis at the end. But that’s not the way it works. Here’s how it really works:

A couple of years ago I had dinner with a long-time friend and associate who was in town from Dallas. After dinner, he mentioned he had a headache. Neither of us thought much of it. I went home and he went to his hotel. That night he had an aneurism. Luckily he’s fine now, even after a scary two week stay in the intensive care unit.A few years before that, my dad died after a long bout with heart disease and strokes. He used to worry about everything. Now he has nothing to worry about.

In 1997, a good friend in his late 30s had a stroke. That was a real shock. Who gets a stroke in his 30s? When I asked him why he thought it happened, he came clean and told me that he spent a good percentage of his brain cycles worrying about stuff. Who knew?

I get crazy migraine headaches when I’m stressed out. When the attacks are really bad, they can last for days. I know folks who get them much worse than that. It’s nuts.

I can’t speak for Sean, but everybody else in this story, myself included, is or was a stress monster.

Look, I know you folks like to hear about positive things that can help your careers; I don’t blame you. But let’s be honest, does any of that really matter if you stress and worry and push yourself so hard that you can’t enjoy it when you “make it,” either because you’re debilitated or not around. Morbid, I know, but it is reality, folks.

Want to know why I gave up a lucrative executive career at only 46? I think you can figure it out. But you know what? I rarely get those headaches anymore, maybe twice a year. I used to get them all the time.

Here’s the question: are you a stress monster? Sure, we all learn our own techniques to manage as best we can, but we also intuitively know when we’ve gotten to a point where things are starting to get out of control. When that happens, do yourself a favor: look in the mirror and ask yourself if it’s worth it. More importantly, if you think you’re stuck, ask yourself if you’re on a treadmill of your own making. More often than not, you are. And that means only you can stop it.

One more thing. There’s no beautiful oasis at the end. The journey is the oasis, every minute of every day. Enjoy it while you can.

MY THOUGHTS

the nagging question still is why? why kill ourselves working? why stress ourselves out? when you have the repsonisbilities, it's so hard to just call it quits and stop. afterall, there are things that need to be done. on the other hand, if you get sick Or die), life foes on and some other person will just take over the responsibilities. it's true, we do make the decision to get on that treadmill we even create the treadmill. but the treadmill has speed dials. and time dials. and you can't be running 24/7. just not possible. and not worth it.

what do you do when your boss is wrong?

5 Things to Do When the Boss is Wrong
By Suzanne Lucas
July 21st, 2010 @ 3:15 am


So, it turns out that Apple knew about the antenna problems with the new Iphone, but CEO Steve Jobs liked the design. I don’t presume to know what went on internally at Apple, but I do know this: when a HIPPO (Highest Paid Person’s Opinion) appears, prepared to be trampled. I do have a few tips for avoiding the trampling. Here are 5 steps when a HIPPO threatens your project:


1.Say, “Great idea Boss! We’ll test it.” This comes directly from Jim Sterne who introduced the term to me through my BNET colleague, Sean Silverman. This gives you some time.
2.Test with an Open Mind. So, it turns out that some of those people at the top of the food chain got there because they are smart. Just because it seems stupid to you, doesn’t mean it’s stupid. So, test the HIPPO’s idea. You may be surprised. But, if you’re not and it’s a bad, bad, bad idea then…
3.Document, Document, Document. A casual stop by the CEOs office to say, “So, Sally, we looked into that rubber-snake-designer-jeans idea you had and, well, nobody likes it. See you later!” will not fly. Actual numbers will. Focus group data that says, “Gee this antenna problem is a BIG DEAL” is much more convincing. Make sure you have your data and present it professionally. But if the HIPPO still wants this solution then…
4.Don’t Whine, Problem Solve. In my experience, HIPPOs want what they want, dang it, and sometimes they just won’t listen. So, figure out how to solve the problem. So, you’ve tested it and the results show problems. It’s time to problem solve. CEO and BNET writer Margaret Heffernan has a rule that all complaints must come with a solution. So, don’t complain. Come up with a solution and be prepared to present all the costs involved in the solution.
5.Get on board. Unless the HIPPO’s idea is illegal or immoral (in which case you should blow the whistle), you’ve made your case and now you need to get on board. You’re being paid to work for the HIPPO, so after you’ve done your best, you need to do what he or she wants. I know it’s unpleasant, but it’s the reality. If it’s just so terrible that you can’t support it, then it’s time to leave the company.
Following these steps can often stop the stampede–or at least lessen the impact. Just be prepared whenever a HIPPO walks into the room.

MY THOUGHTS

as a boss, i make mistakes, for sure. a lot. that's because as bosses, we don't know everything. but we are HIPPOs (not necessarily the highest paid in the organization, but should get higher pay than the staff) because we should know how to take risks. taking risks means, sometimes making mistakes. and when we do, i would love having staff who can do steps 1-5. for staff who seem to think trhey are better than the boss, no. 5 will be difficult. it will take maturity, and wisdom, to realize and accept that even if the boss is wrong, he's still the boss. as a subordinate, it's still a responsibility to give the boss some warning. at the end of the day, he decides, we obey.