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There are hectic deadlines. There are quickly shifting priorities. There are performance demands. There’s tension and there’s conflict. The unfortunate reality of any given working day is that there’s stress. And, without some sort of release, stress can build to a point that it can cause harmful physical problems, including headaches, fatigue, and even chest pain. To try to avoid that, here are five tips to help combat stress at the office.

In many organizations, coaching has become the go-to tool for executive development. For many executives, an executive coach has become a status symbol or a benefit that they are entitled to. Forbes reports that spending among corporate titans, such as GE, Goldman Sachs, and Google, totals $1billion per year in the U.S. alone.[i]

Is this investment in coaching being made wisely? Most companies spend considerable energy ensuring this investment is being made with the right people. But are we making these investments at the right time? In far too many cases, precious resources are wasted on talent that doesn't currently have an appetite for development.

For some people, the term “feedback” is like a four-letter word, perceived as a euphemism for judgment and even condemnation. Because of that, people often shy away from both delivering and receiving feedback, but that becomes a lost opportunity. Because, in fact, feedback is also about praise and recognition; it can be a very positive and powerful tool, and it can be useful for fine-tuning skills, improving communication and collaboration, and motivating your employees.

Of the companies that wish to establish a developed feedback program, many engage in a 360 feedback program, but do so only once, and then forget to follow up. It’s tough for anyone to make adjustments to work style, behavior, or mentality—and know that they’re making the right changes— if there are too many months between conversations. To be effective, feedback must be delivered regularly, it must be timely, and it should include commentary on what an employee does well. Be sure that your managers and supervisors communicate often with their direct reports—it’s easier to correct behavior when it begins rather than once it’s a habit, and your employees have room for more growth if they feel encouraged and supported.

Although some leaders might assume that their ascension to a leadership role indicates the company’s valuation of their strengths, they would do well to be ready to identify weaknesses so they can continue to learn and grow even more. Certainly, a leader’s strengths are important and a likely base for reasons behind their being promoted. However, many times (for example, in sales organizations), what’s required for success in the leadership role is much different from—or even completely opposite of—what their previous role was. To become skilled at the requirements for the new role (and beyond), good leaders need to be adept at self-examination to understand what their weaknesses are and where they need to expand for greater success.

Self-examination and self-awareness can be uncomfortable. It can be tough to acknowledge faults. In fact, it might seem counter-intuitive. After all, confessing weaknesses could seem like putting a nail in a “you’re not good enough” coffin. But in reality, even if you don’t admit to a fault, other people can surely see it. So you might as well give yourself the best opportunity for improving by taking a close look the areas where you need to become better.

Sure, the stereotypes say that, as a generation, millennials were overly coddled by their helicopter parents, that they are as attached like robots to their technology, that they are lazy, that they are entitled, and that they can’t seem to focus on one thing at a time. But face it: It won’t be long before millennials outnumber any other single generation in your workforce, which means that it won’t be very long before they are running your company. Have you been prepping them for leadership? It’s not too late to start working with your high-potential millennials to get them ready for the years to come; here are some thought-starters for how to proceed.

1. Feedback. So maybe the generation wasconstantly overseen by their parents. The good news; that prepared them for continual feedback, so these employees will welcome yours. In fact, they expect face time with supervisors and managers, and if they don’t get it, they might be inclined to leave—or will be simply disinclined to perform. They’ll be even more motivated by a chance to interact with the C-suite—giving your high-potential millennials entree to a high-level project or two would open that door and allow that leadership tier a chance to gauge their performance.

A workplace crisis can occur at any time—and it can be anything, such as destructive weather, an economic failure, or a physical attack on an employee or the office itself. The situation can be swift and fleeting or it can last for days, weeks or months. Either way, it can be devastating. How well your business and employees recover from it depends largely on how well you can lead through it.

If you find yourself in a crisis situation, you must first remember to act—don’t freeze. It’s imperative that you deal with what’s in front of you, your business, and your employees. Failure to act can worsen and/or lengthen the situation at hand.

As you move forward, look for any quick steps that can help you and your office get firmer footing in the situation. If appropriate, be sure to communicate those steps to your employees, which can help rally the troops and point your people in the right direction.

It seems like society is canted toward extroverts—the high-energy, fast-pace-loving people who are adept at working a room, making connections, being social. Based on their comfort with being around other people and their ability to slide easily into teamwork situations, extroverts would seem to be shoo-ins for the majority of leadership positions. And, according to studies noted by Jennifer Kahnweiler in her book, The Introverted Leader: Building on Your Quiet Strength, it’s true—extroverts are in the majority of leadership roles. But not by as much as you might think. Interestingly, about 40% of leadership roles are filled by introverts.

Many successful introvert leaders are household names. Bill Gates, Eleanor Roosevelt, Jeff Bezos, Rosa Parks, Warren Buffett, Al Gore. And the list goes on. But what makes these people so good at leading, especially when it would seem that the introvert is too reclusive? And what can extrovert leaders learn from their approach?

To start, introverts are highly skilled at listening. They tend not to monopolize social settings and instead place value on what the other party brings to the conversation; they are more receptive to ideas that aren't their own and then more willing to employ them.

written by Morag Barrett – Founder and CEO of SkyeTeam

None of us achieve success alone, the world of work is probably the biggest team sport any of us will ever take part in, and yet, at times, it can feel like our coworkers are on the opposing team rather than playing on the same side and for the same company. Relationships matter.

When mistakes happen, goals are missed, and when careers derail, it’s not usually about a lack of competence or expertise. It’s usually because of mismanaged relationships. The quality and health of our professional relationships has a direct impact on the output of our work, our morale and motivation, and in some cases our reputation.