success

The Unseen Toll of High Pressure

Why Good Jobs Go Bad (Part 5)

Harvey Ramer

• 5 min read (1054 words) Subscribe Now!

Since the Industrial Revolution, we’ve been captivated by the efficiency of the assembly line, leading us to treat workers as if they were machines. The logic seems simple: adjust a machine’s settings, and it’ll work faster. Maybe if we tweak this policy, our staff will also work faster. While this mindset might seem universally applicable, let’s consider its impact on a specific industry.

West Coast software companies hire people willing to work long hours, live at the office, and find a family among coworkers rather than pursuing married life. But when your occupation becomes life itself, you are on a self-destructive path. I saw this preoccupation with work first-hand when I interviewed with a major tech company.

The interview process was grueling. After five exhausting hours of interviews and just a brief lunch break, I was too drained to leave the parking lot right away. I sat in my car, staring into space for a few minutes before finally driving off. That experience was a wake-up call about the unrealistic expectations set by some employers.

The Cost of Unrealistic Expectations

What I discovered about the lifestyle of my potential coworkers was alarming. The interview involved a new group entering my meeting room every half hour to quiz me. I responded by writing code on a whiteboard. Whenever I had the chance to ask questions, I inquired about their marital status. Some had been married before, but all were currently single. It concerned me. I heard of one married employee with a family but never met him. Due to housing costs, his commute was six hours round-trip.

Unrealistic expectations lead to long-term burnout. In my experience, they stem from two sources: anxious bosses underestimate the mental effort needed to achieve a result, and a high-pressure company culture makes even above-average performance seem inadequate. When an organization becomes the focal point of its employees’ lives, it drains their energy, leaving nothing for faith, family, or friendships outside work. Such workplaces may buzz with energy but ultimately leave us empty. Managers often engineer the workplace to keep us so busy we never notice the emptiness.

The Downside of High-Pressure Tactics

Your employer hired you because they believe you’ll add value. You’re responsible for your performance. But coping becomes difficult as tension increases. Concerned about delivering on their promises, higher-ups may introduce new procedures, tighter deadlines, and more demanding communication. Instead of trusting their teammates, asking questions, or clarifying unclear requirements, they ramp up the pressure, creating a dysfunctional work environment.

People are not mere machines. While increasing productivity is admirable, it’s vital to recognize that we can’t endlessly manipulate others. Humans resist external pressure, causing productivity to drop. In contrast, machines become more efficient as controls tighten. We don’t need enforced compliance or high pressure; we flourish with purpose, meaningful engagement, and camaraderie.

When management prioritizes compliance over engagement, the most self-motivated and productive team members may seek other opportunities. Those passive enough to accept micro-management will remain, causing the company to lose its competitive edge. This loss of innovation stems from how large corporations plan their strategies.

The Pitfalls of Hierarchical Planning

Large corporations often operate on a command-and-control structure. It isn’t necessarily because their leaders are authoritarian but because they’re accountable for outcomes requiring consistent execution. I’m not a fan of this model. It sidelines the most efficient workers by failing to include their insights in strategic planning.

Executives gather to outline strategic objectives and brainstorm tactics. They document their plans and pass them to department heads, who relay them to their teams. While these plans may sometimes work, they often fall short for IT projects and other complex initiatives. Executives see black boxes rather than the nuances required for effective planning and can’t fully grasp the consequences of their decisions.

A more effective approach is to share the company’s strategic plan with every team, allowing them to offer suggestions for improvement. Even better, why not disclose the data used for strategic planning? It would empower teams to propose optimal strategies for aligning their efforts with company goals. But even in such rigid structures, there’s room for a more human-centered approach.

Humanizing Work: A Grassroots Approach

In a culture driven by unrealistic expectations, pressure tactics, and hierarchical planning, we can feel like cogs in a machine. But change can start from the ground up. Whether we push back against unrealistic deadlines, encourage open communication, or share insights for better planning, every small action counts.

We may not be able to change company policies overnight, but we can start by treating each other with the respect and understanding we all deserve. It improves our work setting and sends positive change rippling throughout the organization. It’s time to shift from a mindset of mere compliance to one of mutual respect and collaboration. Because at the end of the day, we’re not just workers; we’re human beings striving for a fulfilling life, both in and outside the workplace. So, how can we improve the quality of our lives by acting as pressure relief valves in our workplaces?

No matter how frustrating your work may be, taking steps to lower the pressure will contribute to your fulfillment and create a healthier environment for everyone.