There’s a subtle relationship between pressure and performance. When people experience the right amount of pressure, they do their best work. However, if there’s too much or too little pressure, performance can suffer.
The Inverted-U Model
The Inverted-U Model, also known as the Yerkes-Dodson Law, shows the relationship between pressure and performance and explains how people who are happy and engaged perform at their best.
According to the model, peak performance is achieved when people experience a moderate level of pressure. Where they experience too much or too little pressure, their performance declines.
In a situation where people are under-challenged, they see no reason to work hard at a task, and they are in danger of approaching their work in a “sloppy,” unmotivated way.
When they are instead sufficiently motivated to work hard, but not so overloaded that they’re starting to struggle, they enter a state of “flow”, in which their whole being is involved, and they are using their skills to the utmost. It’s an enjoyable and highly productive state in which good work is produced. However, when people become overly stressed, they are often overwhelmed by the number and scale of demands, and they may panic, causing them to be less productive.
Applying the model
- It pays to be aware of the Inverted-U Model when you assign tasks to people on your team. Consider their workloads and the amount of pressure they’re experiencing.
- Bear in mind that skill level, personality, natural level of anxiety, and task complexity all affect how much pressure people feel. It’s important to match tasks to people’s personalities and interpersonal skills.
- If people are weighed down by their workload, or they are under a great deal of pressure at home, give them something less stressful to do until the situation clears up. Taking some of the pressure off them will help them to improve the quality of their work.
- If there are people who have too little work, shorten their deadlines, or find extra tasks and projects for them to do.
Creating balance
From there, balance the influences that contribute to pressure, so that your people can perform at their best.
Provide team members with tasks and projects of a suitable level of complexity, and work to build confidence in people who need it. Also, manage negativity in your team, and train your people so that they have the skills they need to do a good job.
Because you will not be able to balance influences in all situations, ensure that you motivate your team effectively, so that you can help them perform at their best in all situations
