Stress in America – How the Generations Manage Stress

Working Resources is a San Francisco Bay Area  Strategic Talent Management and Executive Coaching Firm Helping Innovative Companies and Law Firms Assess, Select, Coach, Engage  and Retain Emotionally Intelligent Leaders; Executive Coaching; Leadership Development; Performance-Based Interviewing; Competency Modeling; Succession Management; Culture Change; Career Coaching and Leadership Retreats

Dr. Maynard Brusman
Consulting Psychologist and Executive Coach
Trusted Advisor to Senior Leadership Teams

The American Psychological Association (APA), published the results of its' annual Stress in America survey in January, 2012. http://www.apa.org/news/press/releases/stress/2011/final-2011.pdf

The Stress in America survey, which was conducted online by Harris Interactive on behalf of APA among 1,226 U.S. residents in August and September, showed that many Americans consistently report high levels of stress.

The Stress in America survey paints a picture of a nation at a critical crossroads when it comes to stress and health. Overall, Americans appear to be caught in a vicious cycle where they manage stress in unhealthy ways, and seemingly insurmountable barriers prevent them from making the lifestyle or behavioral changes necessary for good health.

Overall, people seem to recognize that stress can have an impact on health and well-being, but they do not necessarily take action to prevent stress or manage it well. The Survey findings also suggest that time management may be a significant barrier preventing people from taking the necessary steps to improve their health. The good news: there appears to be a growing understanding about the impact of stress in general and an increased value placed on effectively managing it.

There are some interesting differences in how the different generations handle stress. First, a quick review of how the generations are grouped in the modern workplace might be helpful.

Who Are the Generations?

1. Veterans or Matures, born between 1922 and 1945 (52 million people). This cohort was born before or during World War II. Earliest experiences are associated with this world event. Some also remember the Great Depression.
2. The Baby Boomers, born between 1946 and 1964 (77 million people). This generation was born during or after World War II and was raised in an era of extreme optimism, opportunity and progress. Boomers, for the most part, grew up in two-parent households, with safe schools, job security and post-war prosperity. They represent just under half of all U.S. workers. On the job, they value loyalty, respect the organizational hierarchy and generally wait their turn for advancement.
3. Generation X, born between 1965 and 1979 (70.1 million people). These workers were born during a rapidly changing social climate and economic recession, including Asian competition. They grew up in two-career families with rising divorce rates, downsizing and the dawn of the high-tech/information age. On the job, they can be fiercely independent, like to be in control and want fast feedback.
4. Generation Y (the New Millennials), born between 1980 and 2000 (estimated to be 80–90 million). Born to Boomer and early Gen Xer parents into our current high-tech, neo-optimistic times, these are our youngest workers. They are the most technologically adept, fast learners and tend to be impatient.

Younger generations — the so-called Gen Xers and New Millennials — comprise half the U.S. work force. The other half consists of 45% Baby Boomers and 5% veterans, many of whom are charged with motivating newer employees.

Baby Boomers, born between 1946 and 1965, occupy most positions of power and responsibility on organizational charts. Most of today’s corporate management practices still reflect the systems and values of their predecessors, the veterans.

Gen Xers and Millennials therefore present unique challenges for Boomer managers. They aren’t interested in time-honored traditions or “the way things have always been done.” Rather, they’re single-mindedly focused on what it takes to get ahead and reach their perceived career destination.

This group shuns past definitions of success: climbing the company ladder and earning the rewards that come with greater responsibility. The company ladder, in their view, is irrelevant.

Mature workers and Boomers in managerial and leadership positions struggle with these differing values and beliefs, wondering how to motivate their younger colleagues. If promotions, raises and bonuses fail to motivate, then what does the trick?

We can identify several differences in values. The new generation of workers has:

1. A work ethic that no longer respects or values 10-hour workdays
2. An easily attained competence in new technologies and a facility to master even newer ones with little discomfort
3. Tenuous to nonexistent loyalty to any organization
4. Changed priorities for lifetime goals achievable by employment

The most significant changes in perspective involve time, technology and loyalty.

Stress and the Four Generations

Older adults are less likely than younger generations to report in the Stress in America Survey that they experience high levels of stress, perhaps in part because they are also more likely to recognize the importance of maintaining a healthy lifestyle or have been told by a health care provider to reduce their stress. Indeed, they are more likely to report successfully coping with the stress they do have, according to results from the latest Stress in America™ survey.

• Adults are twice as likely to report increased, rather than decreased stress levels over the past year. Boomers, however, are somewhat more likely than others to report a decline in their stress.
• Matures, who historically have lower stress than younger generations, continue to report lower stress than the other generations.
• Though their average stress level increased from last year, Matures’ stress differential (the difference between what they see as a healthy level of stress and where they place their own) is lower than the other generations and at the lowest level of the past five years (tying 2008).
• Gen Xers’ and Millennials’ stress differentials — the difference between each generation’s average personal stress level and their average perceived healthy stress level — are higher than Matures and Boomers
• Boomers’ average assessments of their personal stress levels have declined steadily.  Overall, their stress differential has declined to the lowest level of the past 5 years which suggests a movement toward more manageable stress.
• Overall, adults are more likely to believe that their stress levels have increased rather than declined over the past 5 years. Millennials, in particular, have noted increased stress levels during this timeframe.

Sources of Stress Differ Among Generations

Not surprisingly, the types of things causing stress among adults differ by generation.

• Significant stressors for Millennials, Gen Xers and Boomers are money, work and housing costs. But Matures are more likely to cite health problems for their families as a source of stress.
• Millennials are less likely than older adults to be stressed by the economy.
• Relationships are particularly problematic for younger adults.

Managing Stress Improves With Age

There are some significant generational differences in stress management techniques. Survey findings suggest that it is possible certain stress management strategies could be helping older generations achieve lower stress levels compared to younger generations, especially Millennials.

• To manage stress, Boomers are much more likely than Millennials to report being flexible and willing to compromise.
• Matures are notably more likely than Millennials to report they express their feelings rather than keeping them bottled up.

Key Generational Differences

• Nearly twice as many Millennials than Gen Xers and Boomers report they do not rely on any commonly reported stress management strategies for dealing with stress.
• There are also notable generational differences in means of coping with stress. Millennials are more likely than the older generation to engage in sedentary activities to manage stress. They are also significantly more likely to engage in unhealthy behaviors such as drinking alcohol and smoking.
• Millennials, Gen Xers and Boomers are more likely than Matures to say they listen to music in order to manage their stress.
• Millennials and Gen Xers are more likely than Boomers and Matures to report playing video games or surf the Internet in response to stress.
• Gen Xers, and to a lesser extent, Millennials, turn to alcohol to cope with stress; considerably fewer Boomers and Matures say they do so.
• Similarly, Gen Xers are more likely than Millennials or Matures to report they smoke as a way of coping with stress.
• Reading is a stress management staple of the Boomer generation, more so than the Millenial generation.
• Boomers and Matures are notably more likely than younger generations of Millennials to pray during stressful times.
• Millennials are more likely than Gen Xers and Matures to meditate or do yoga to manage their stress.

Older adults appear to be more tuned into the impact that stress can have on one’s health than younger Americans.

• Three-quarters of Millennials believe that stress can have a very strong or strong impact on health; this proportion rises steadily to 80 percent of Gen Xers, 87 percent of Boomers and 92 percent of Matures.
• More than 4 in 10 adults report that they have lain awake at night in the previous month due to stress.

Many adults report unhealthy behaviors as a consequence of the stress that they are experiencing, regardless of their age.

• More than 4 in 10 adults report that they have lain awake at night in the previous month due to stress. There were no significant differences for each generation.
• Four in 10 adults ate too much or ate unhealthy foods because they were feeling stressed in the past month. There were no significant differences for each generation.
• Three in 10 adults skipped a meal during the past month when they were experiencing stress. Younger adults were particularly likely to do so: roughly one-third of Millennials and Gen Xers skipped meals during periods of stress, compared with 2 in 10 Matures.

There are also key generational differences in how adults experience the physical and emotional symptoms of stress.

• Matures are significantly less likely than the younger generations to report irritability or anger as a result of stress in the past month.
• Matures are less likely than other generations to report feeling depressed or sad as a result of stress in the past month.
• Similarly, Matures are less likely than other generations to report feeling depressed or sad as a result of stress in the past month.
• Almost half of Gen Xers reported experiencing stress-induced fatigue during the past month, which is significantly higher than the proportion of Matures who reported fatigue as a symptom.
• Stress is even taking its toll on younger adults’ sex drive.
• Feeling nervous or anxious is a particular problem for Millennials.

All Generations Indicated They Could Improve

Even though the stress differential for some generations is decreasing, adults of all generations seem to be struggling with managing stress. All generations report a considerable difference between how important they believe it is to manage stress and how well they believe they are doing in achieving that goal, a gap that is most notable among younger Americans.

The Less Stress Road Ahead

Companies and employees must develop well-thought-out strategies to identify, defuse and overcome stress for all generational cohorts. Taking personal responsibility is a start, but health-optimizing programs are needed to develop physical and psychological resilience.

The proper tools and techniques—relaxation therapies, cognitive therapies to teach optimism, strategies to find positive meaning in fundamental aspects of work—can help individuals reshape internal functioning mechanisms and achieve optimal emotional and psychological states.

Such programs cultivate a positive corporate culture that can save hundreds of thousands of dollars a year through proper stress management.

No one can be innovative, creative and high performing if burdened by fear and stress. Developing stress resiliency enables us to be our most creative and cooperative in business.

When we make a conscious choice to practice and express appreciation, even in difficult times, everyone benefits. When we decide to focus on what’s right, lead from strengths and look for possibilities that can be transformed into realities, we enjoy optimal performance, creativity and well-being.

You might want to take a brief stress survey to get a snapshot of how well you are managing stress.

Stress Management Survey

Stress is a very powerful force that involves awareness, attention and energy. It can be managed and empower you.  If you let stress control you, the resulting distress can be harmful to your body, mind, and spirit.

Think about the past month. For each of the pressures listed below, indicate how much each has been a problem for you.

Score each item according to how much of the time each statement applies to you.

The Scale: 1(always), 2(often), 3(sometimes), 4(rarely), 5(never)

____ 1.   I eat well-balanced, nutritious meals each day.

____ 2.   I enjoy my work.

____ 3.   I organize and manage my time effectively.

____ 4.   I like myself.

____ 5.   I exercise on a regular basis.

____ 6.   I am the appropriate weight for my height and body-type.

____ 7.   I have two or less alcoholic drinks per day.

____ 8.   I abstain from smoking cigarettes.

____ 9.   I drink fewer than three cups of coffee (or tea or cola drinks) a day.

____ 10. I get sufficient sleep and wake up each morning feeling refreshed and relaxed.

 ____11. I am flexible and am able to maintain a healthy balance between work and family.

____ 12. I have an adequate income.

____ 13. I have a support system of friends, family, and/or other love interests.

____ 14. I feel in control, take on new challenges and seek solutions to problems.

____ 15. I am able to speak openly about my feelings when angry or worried.

____ 16. I am able to say " No " without feeling guilty.

____ 17  I am free of physical symptoms such as headaches, back pain, or teeth grinding.   

____ 18  I am free of emotional symptoms such as depression, anxiety, fatigue, or fear.

____ 19  I feel that my life has meaning and purpose.

____ 20. I am compassionate, able to relax, and see the humorous side of life. 

____TOTAL SCORE   Add up the points for your total score on the survey.

Total Points:

1-30                STRESS MASTER

You are doing a great job managing your stress. Congratulations! Coaching may help you achieve even higher levels of performance.

31-50                   LEARNING

You are managing stress to a considerable extent. There is still room for improvement. You will benefit from taking a Transforming Stress into Optimal Performance workshop. Consider coaching to help you further develop your skills and learn new strategies.

51-100                RED ALERT!

Things may be spinning out of control. You need to change certain behaviors and learn new skills. Don’t walk…RUN to a Transforming Stress into Optimal Performance workshop. Strongly consider coaching.

Hopefully, this brief self-assessment survey provided you with some self- insight into how you are (or are not) managing your stress. The survey is not validated, but comes from my thirty years of experience consulting and coaching with clients.

I believe learning effective ways to become more stress resilient in our fast-paced, socially-networked, constantly changing, and potentially dangerous world is a core competency for health, success, and happiness. 

Working with a seasoned consulting psychologist and executive coach trained in emotional intelligence and incorporating instrumented assessments such as The Stress Profiler and BarOn EQi can help your become more stress resilient. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become happily engaged with the strategy and vision of the company.

About Maynard Brusman

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies and law firms assess, select, coach, and retain emotionally intelligent leaders.  Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica. The Society for Advancement of Consulting (SAC) awarded Dr. Maynard Brusman "Board Approved" designations in the specialties of Executive Coaching and Leadership Development.

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Comments

[Pierre]

I went with Howe & Strauss start date of 1982, to add some doubt to the claim that Spears and Hilton are typical of Millennials. Hopefully that dkbnues some claims about Millennials since they don't represent them as a whole. Hmm, my husband was born in 1979 which means I am actually not married to a GenXer, but a Millennial. This changes everything.