The Stress of Leadership - how and when do we intervene?

The role of Project Director (or leader or manager) can be extremely demanding. Too often perhaps the person is appointed because he or she has demonstrated a capability to deliver under demanding time and/or cost constraints. Many senior persons are promoted because they have ‘proven’ their skill sets on previous projects, rather than perhaps based upon an assessment of the needs and demands of the new project. Many major projects can also be conducted under stressful conditions, both physically and in relative isolation, especially overseas. We know too, that project leaders tend to take on more than perhaps they should, set themselves and the project unrealistically high standards and often won’t seek help. How can we spot the early signs of stress in key project staff? This evening event will attempt to recognise that sometimes our organisations might be asking too much of project leaders. In those situations the employer (and others) have a duty of care to these persons to intervene in some way to help, guide, assist or in extreme situations to remove the person for their own good. As caring organisations we need to be able to recognise when pressures turn to stress and to decide if, how and when we should intervene. We shall hear from experts in stress related employment, understand what good practice feels like and reflect how we might improve our understanding and potential future actions.