{"id":126439,"date":"2025-04-03T09:00:29","date_gmt":"2025-04-03T13:00:29","guid":{"rendered":"https:\/\/trainingindustry.com\/?post_type=magazine&p=126439"},"modified":"2025-04-09T11:14:58","modified_gmt":"2025-04-09T15:14:58","slug":"thriving-in-the-stretch-zone-increasing-employees-confidence-to-increase-their-capacity","status":"publish","type":"magazine","link":"https:\/\/trainingindustry.com\/magazine\/spring-2025\/thriving-in-the-stretch-zone-increasing-employees-confidence-to-increase-their-capacity\/","title":{"rendered":"Thriving in the Stretch Zone: Increasing Employees\u2019 Confidence to Increase Their Capacity"},"author":34,"featured_media":126477,"template":"","tags":[32510,14213],"class_list":["post-126439","magazine","type-magazine","status-publish","has-post-thumbnail","hentry","tag-learner-confidence","tag-training-industry-magazine","global_topic_tax-performance-management","global_topic_tax-strategy-alignment-and-planning","magazine_issue_tax-spring-2025","magazine_article_type_tax-feature"],"acf":{"sponsored":false,"gated":false,"gated_content_type":"","file_attachment":null,"gated_content":"","form_instruction_header":"To access the full article, please fill out the form below:","pardot_html_embed":"","author_override":true,"author_name":"Sarah Coley, Ph.D.","author_image":"","author_bio":"Sarah\u00a0Coley, Ph.D., is a senior researcher at\u00a0Truist Leadership Institute<\/a>. Multiple years of experience with program evaluation have helped her identify the mechanics of effective, meaningful interventions that address stakeholder objectives. Email Sarah<\/a>.","excerpt":"Stretching takes focus and deliberation in the moment, but it\u2019s also about being set up for success.","main_content":"\u201cWhat went wrong?\u201d Most managers will ask this at some point. A deadline for an important client is quickly approaching. One team member is out sick. The rest are scrambling to take on their workload. Work is getting done, but it\u2019s a balancing act with all the other emails coming in. There isn\u2019t enough time left to cover everything. Chaos and panic ensue. The manager, sweating profusely, mentally assesses the damage if they were to ask for an extension.\r\n\r\nNow imagine the same situation but with some key differences. The energy in the office is intense, but the team knows they can cover for their sick co-worker \u2014 or enlist someone in the organization who can. Given the high stakes, the whole team has their \u201caway\u201d automatic emails turned on, deferring new requests so they can funnel their attention properly. The team stays focused instead of wasting energy wondering \u201ccan we really do this?\u201d\r\n\r\nWhat\u2019s different between these two situations? Some factors might be obvious, but a lot of prep goes into making a team work well on such occasions.\r\n

How Stressed are Employees?<\/h2>\r\nAs companies compete to survive and thrive, they increasingly need more from their employees, especially given the constancy of change<\/a>. This need has stretched employees thinner than ever \u2014 with the risk of them entering burnout a constantly looming threat. The more hours employees work beyond what they\u2019re intended to work, the likelier they are to burn out<\/a>.\r\n\r\nBurnout<\/a> isn\u2019t just caused by immense pressure or tight deadlines; it involves a lack of support, communication or fair treatment<\/a> when the office is scrambling. However, it\u2019s important for managers to ensure someone isn\u2019t unfairly shouldering the burden, especially if they don\u2019t have the resources or information they need to complete the task.\r\n\r\nA few months into the COVID-19 pandemic, a national study showed that the amount of employees reporting burnout went up almost 15%<\/a>, and rates of burnout haven\u2019t come down<\/a> since. In addition to the personal costs of burnout, such as taking more sick days<\/a>, companies also stand to lose out on productivity and their employees seeking a job elsewhere<\/a>.\r\n

How Managers Can Get Employees into the Stretch Zone<\/h2>\r\nOnce someone leaves their comfort zone to complete a difficult task or to learn a new skill, getting into the stretch zone<\/a> will help them stretch their own skills and resources, but to the point of snapping.\r\n\r\nStretching takes focus and deliberation in the moment, but it\u2019s also about being set up for success.\r\n

Managers Must Present Urgent Tasks Accurately<\/h2>\r\nThe first thing managers must communicate is the purpose of what\u2019s coming down the pipeline. It would be demotivating for an employee to work extremely hard, only to realize their effort is going to waste.\r\n\r\nGenerally, employees find purpose and satisfaction<\/a> in creating high-quality client experiences, contributing to their teams and helping the company execute a meaningful purpose, mission and set of values (PMV). In contrast, given that urgency requires employees to put in more time and effort, they\u2019re likely to scrutinize the situation \u2014 \u201cDo I really need to work extra hours to finish this?\u201d or \u201cCan the deadline wait until next week?\u201d\r\n\r\nBeyond doing meaningful work, the urgency itself must feel meaningful<\/a>. The team needs to know that completing their work means, for example, that they\u2019re allowing the client to pull off an impactful conference or presentation to their executive team.\r\n

Managers Must Promote a Healthy Mindset and Provide Resources<\/h2>\r\nWhen an urgent task lands in an employee\u2019s lap, their immediate response is reflective of their mindset. Some might panic and others might think, \u201cLet\u2019s do this!\u201d Regardless of an employee\u2019s mindset, they need guidance from managers to maintain emotional equilibrium during a season of stress.\r\n\r\nA common approach to stress is reframing it as a challenge \u2014 a mountain to be scaled. This can be satisfying for some employees, but there is a caveat. A review of the research showed that this sentiment doesn\u2019t always buffer against burnout<\/a>. While this mindset is constructive, companies shouldn\u2019t use \u201cchallenge\u201d or other intrinsic or extrinsic rewards in place of critical resources for getting teams through stress. Critical resources include proper task support, being encouraged to ask for help, intermittent breaks and having the time and space to decompress after urgent tasks have been resolved.\r\n

Managers Must be a Role Model to Unite Their Team<\/h2>\r\nHow managers feel about work affects how their employees feel about work<\/a>. This means managers literally need to be the change they want to see in their teams.\r\n\r\nManagers should strive to be proactive instead of reactive, anticipating issues before they arise or become worse, especially when stress is already high from tackling a tight deadline. Other competencies managers can model for their team<\/a> include communicating with positive intent to mitigate conflict and focusing on common goals \u2014 ultimately building collective resilience among the team.\r\n\r\nBeyond modeling behavior, managers need to think like a coach \u2014 having one-on-one conversations with employees about how they handle stress, what resources will prepare them for future emergencies, and ask about any gaps they come across while trying to stretch themselves.\r\n

Managers Must Consider Job Fit Based on the Cadence of the Work<\/h2>\r\nManagers are responsible for ensuring this fit for their team \u2014 it starts when employees are hired. Managers must communicate transparently about the expectations of the job, including the pace and the frequency of deadlines<\/a>. It\u2019s helpful to tell employees what a typical workweek looks like and if their schedule will vary. After hiring, managers must continuously communicate with their team as expectations ramp up \u2014 especially with the accelerated pace that many companies use to keep up with competitors.\r\n

Preparing for the Stretch Zone When Things are Calm<\/h2>\r\nEmployees shouldn\u2019t only enter the stretch zone during urgency. They can do so while their work is calm. A common way employees do this is by learning new skills, which helps them be more efficient at tackling future challenges and, thereby, handling stress.\r\n\r\nEmployees need to own their learning, but managers should advocate for these learning initiatives<\/a> \u2014 by helping identify relevant learning opportunities, delegating stretch assignments to employees, connecting them with others at the company to enhance the visibility and efficacy of employees\u2019 potential and allotting time and support to spend on development. Employees gain confidence when they learn \u2014 making them and their organization feel more resilient and prepared during times of stress<\/a>.\r\n

Give Employees Autonomy<\/h2>\r\nEmployees will unearth new purpose and autonomy when they see their job strategically<\/a> by practicing decision-making and prioritizing tasks. Managers should have their team reflect on top priorities, then focus on actions that will help get them there \u2014 perhaps by reducing non-essential meetings or by cross-collaborating to foster new ideas.\r\n\r\nTaking ownership and feeling in-control buffers against job burnout<\/a> due to increased motivation, which generates more cognitive and emotional resources. This allows employees to pace themselves and recognize how much they can take on.\r\n\r\nAnother important thing employees can do is to take time off when they need it<\/a>. Disconnecting from work restores people\u2019s mood, which contributes to well-being and physical health. For an employee to get the most from their downtime, their manager and coworkers need to ensure that employee\u2019s work is covered (or can be paused) \u2014 and the employee should take full advantage of sending automatic \u201cout of office\u201d email messages.\r\n

In Conclusion<\/h2>\r\nIn an ideal world, employees would always have what they need to tackle deadlines, and those deadlines would give employees plenty of berth to deliver high-quality work. However, it\u2019s inevitable that teams will need to make that happen but with a less-than-ideal timeline.\r\n\r\nThe pressure will be on, but teams will come out on the other side without becoming burned out if they pace themselves, look to each other for support and give themselves grace during the process. Eventually, it will be time to celebrate the outcome of their hard work and reflect on what contributed to their success, as well as lessons learned about what will allow the team to continue doing great work in the future.\r\n\r\n\u00a0<\/em><\/strong>\r\n\r\nTruist Leadership Institute Disclaimer<\/em><\/strong>\r\n\r\nThis content is provided to you for general information purposes only. This content does not constitute legal, tax, accounting, financial, investment, or mental health advice. You are encouraged to consult with competent legal, tax, accounting, financial investment, or mental health professionals based on your specific circumstances. Unless otherwise specifically stated, any views or opinions expressed herein are solely those of the individual authors listed, and are not the product of, and may differ from the views of, Truist Financial Corporation, its affiliates and\/or subsidiaries. We do not make any warranties as to accuracy or completeness of this information, do not endorse any third-party companies, products, or services described here, and take no liability for your use of this information. Opinions and content represent the individual author\u2019s judgment as of the date of this material and are subject to change without notice. We assume no duty to update any information in this material in the event that such information changes.<\/em>","full_width":false,"content_band":null,"tice_sponsors":"","custom_dfp_keywords":"","featured_article":true,"feature_type":"landscape","theme":"light","remove_gradient":true,"title_in_image":true,"featured_text_image":127106,"magazine_link":"https:\/\/www.nxtbook.com\/nxtbooks\/trainingindustry\/tiq_spring2025\/index.php#\/p\/42"},"yoast_head":"\nIncreasing Employees\u2019 Confidence to Increase Their Capacity<\/title>\n<meta name=\"description\" content=\"Increasing employee confidence requires getting them out of their comfort zone and into the stretch zone. 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