Mistrustful Work Environments Cause Damaging Stress

In the next decade, cardiovascular disease (CVD) in individuals age 20 and older is projected to rise above 40% with medical costs expected to rise more than $800 billion. One review suggested the astronomical rise was due to “strong and consistent evidence of an independent causal association between depression, social isolation and lack of quality social support and the causes and prognosis of Coronary Heart Diseases (CHD). In addition, one’s level of trust in their working and living environments are associated with having one or more of the seven CVD (Cardiovascular Disease) risk factors: smoking, obesity, low physical activity, poor diet, diabetes, high cholesterol, and high blood pressure. Those employees who reported having a “mistrustful” environment, often created by their supervisors, reported the greatest increase in risk factors.

In an effort to better understand the risks and aversions, let’s review what makes up a mistrustful work environment, the biomechanics involved in the work environment-health relationship, and what can be done to decrease your risk as a leader.

The Mistrustful Work Environment

Certain factors tend to go together with work-related stress and mistrustful work environments. Some common elements are:

• Perceived or actual salaries that do not match work responsibilities,

• Excessive workloads without balanced breaks,

• Limited growth or advancement opportunities,

• Disengagement,

• Lack of social and emotional support,

• Lack of control over job-related decisions,

• Conflicting demands and/or unclear expectations, and

• Perceived disparities and inequities

These stressors can occur at all levels of an organization and can be made worse, or better, by leadership’s involvement.

Biological Mechanisms of Stress and CHD

High work stress can cause the metabolic syndrome, where cortisol resistance causes inflammation and increases platelet counts, both of which increase one’s risk of CHD. As CHD risks elevate, studies show an increased willingness to participate in high-risk behaviors that lead to higher numbers of risk factors. Behaviors like stress eating, smoking, prolonged sedentary habits, and isolation. There is a clear connection between work-related stress, mistrustful work environments and a higher occurrence of CHD risk factors. However, simple steps can be taken to minimize the effects of work stress and the advent of CHD risk factors.

Lowering Your Risk

Reducing work stress can be done by taking a few simple precautions. Consider adding the following to your work habits to lower your work-related stress:

• Track your stressors and your behavioral responses by journaling for a week or two. Uncovering patterns in your stressors and your reactions can help you navigate or avoid stressful situations.

• Develop healthy responses. Instead of fighting stress with junk food or alcohol, make healthy choices when you feel the tension rise. Exercise, enjoy a hobby, or engage in your favorite activities with your support network. And build good sleep habits into your nightly routine.

• Establish firm boundaries where you take daily breaks and at least 11 hours between workdays to unplug and establish a work-life balance. This includes time to recharge by taking a vacation. The goal is to “switch-off” and relax for an extended period.

• Learn stress-relieving techniques such as meditation, deep breathing exercises and mindfulness.

• Find and enjoy your support network, whether that’s friends or family.

In addition, be sure to promote a trustful work environment under your purview. Consider the following techniques:

• Lead by example, if you want your employees to take breaks and unplug, be sure to fully unplug, yourself. Unless there is an emergency, avoid emailing or contacting your employees after hours or on weekends, as they will feel an obligation to respond.

• Encourage taking regular breaks, throughout the day and between work shifts. Take these opportunities to build relationships between teammates by grabbing a healthy snack together or taking a walk outside. By encouraging team bonding, you lower the chance that your team will become dysfunctional. Dysfunctional teams can increase work stress.

• Listen to your team's complaints and be sure to share yours with the appropriate people.

• Create a clean, functional work environment. Mess and clutter create stress.

• Allow flexible work schedules to promote good work/life balance.

Management’s willingness to make significant changes to a work environment can combat stress and cultivate a workplace intentionally focused on employee wellness which in turn can encourage engagement, better productivity, and a better bottom line.

In addition to the aforementioned recommendations for lowering risk factors associated with chronic health problems like CHD, emotional stress is a contributing cause of numerous other health problems and it is time for courageous leadership to embrace and promote management best practices that decrease their prevalence in the work environment. The correlation between a mistrustful work environment and emotional stress, high blood pressure, poor dietary habits, employee disengagement, alcohol, and drug abuse are well documented. The recent COVID-19 pandemic has now exacerbated stress levels due to unprecedented unemployment, kids out of school, escalating case rates, social isolation and escalating death counts.

Next month we’ll discuss the stress-relieving benefits of creating a Diverse and Inclusive company culture.