Work pressure part 2

Work pressure is not always something you cause yourself. Sometimes you do everything "right"—set boundaries, manage your schedule, let go of perfectionism—and yet the pressure remains. Why? Because your work always takes place in a larger context—with colleagues, expectations, and a certain culture. Today, work pressure part 2: what if the cause lies outside yourself.

Maybe you recognize this:

- A manager who says they value "setting priorities," but at the same time makes everything urgent.

- Colleagues who push work onto you because they know you'll take care of it.

- A meeting culture where everyone has to be involved, or where tasks and actions remain vague.

You can be a tiger at time management, but if the structure around you keeps the work pressure going, you'll keep running.

Much of the work pressure is not caused by explicit demands, but by unwritten rules:

• Working overtime as the norm – If you leave on time, you're not dedicated.
• Always being reachable – Emails and voicemails must be answered immediately, even outside working hours.
• Busy = important – The busiest person seems the most valuable and/or successful.

These beliefs sneak in and influence how you work without you realizing it. But what if you challenge them?

What can you do to change the environment? Many things are out of your hands, but you have more influence than you think.

Pause for a moment and reflect on these questions:

• What habit in your team contributes to work pressure? (e.g., endless cc-mails, unclear priorities)
• What could you make open for discussion? (e.g., realistic deadlines, more effective meetings)
• How can you set a different example? (e.g., stop overworking, communicate your boundaries clearly)

A change in your work environment doesn't have to be big to make an impact. Ask your team if meetings could be shorter. Suggest making priorities clearer. Speak up when something is too much. Reducing work pressure is not a solo effort, but it starts with someone raising the issue. It may sound a bit harsh, but "if one sheep crosses the dam...".

In every change, there are people who stand up first. Not necessarily because they have the loudest voice, but because they feel it can be different. These are the people who set a new norm—the early adopters, the game changers, the colleagues who show that working smarter is not the same as working harder. And when one person starts, others often follow.

What first step will you take?