InspirationsCompanies are starting to see pressure to perform as a risk, not an advantage
A performance-oriented corporate culture has become the norm. Efficiency, goals, delivery—these are the messages employees hear daily. Yet few consider what lies behind this perspective—and what consequences prolonged performance pressure can have not only on individuals but also on companies themselves. Trainer and coach Pavla Pavlíková from Innergy is among those who have decided to address this issue openly and offer practical tools for managing it. She introduced us to the educational program Managing Performance Pressure, which she designed specifically as a response to the increasingly prevalent topic of stress in the workplace.
“This pressure usually comes from the outside—from the company or the supervisor. But we focus on how the individual, who feels this pressure, deals with it,” says Pavla Pavlíková. The four-module program, which can take place in the form of webinars or in-person sessions, aims to show participants that stress is not just an inevitable cost of professional success, but a phenomenon that can be recognized, understood, and actively managed.
The program is designed as a group training, ideally for 10-15 people. The content covers everything from basic time management tools to more subtle work with the mind. “One of the main goals is for participants to recognize how they come under pressure—what their main stressors are, and whether they may be approaching a state of burnout,”explains Pavla Pavlíková. The program includes exercises such as working with an importance and urgency matrix, techniques to minimize distractions, and relaxation methods.
What may initially seem like a typical stress management course actually goes much deeper. Pavla Pavlíková is not afraid to delve into topics such as inner critics and the ability to handle conflicts within a team. The ability to communicate openly and collaborate is considered by her to be a key skill in preventing stress—not just for individuals but for entire teams.
“If an employer is sensible, they understand that employees who are able to manage pressure over the long term are much more effective. Sure, you can push people in the short term to achieve results, but in the long run, the company will lose them,” adds Pavla Pavlíková. According to her, unmanageable pressure is a frequent reason for the departure of experienced professionals—people into whom companies invest considerable amounts, and who are irreplaceable not only due to their knowledge but also their cultural capital.
In addition to the tools participants can apply in their daily practice, the program offers a critical moment for pause. “The first step is to recognize where I stand. To find out where I am on the stress curve,” says Pavla Pavlíková, referring to the well-known Yerkes-Dodson model, which describes the relationship between performance and the level of stress. When there is too little stress, people get bored. When there is too much, they can’t handle even the basic tasks. Finding the balance, according to Pavlíková, is what can help companies prevent not only losses but also the overall decline in team morale.
In recent years, the program has found its way into a wider range of companies—from multinational corporations to smaller firms trying to create a healthier work environment. According to Pavla Pavlíková, it doesn’t matter whether senior managers or entry-level employees attend—the program can offer something to everyone to help them manage their own daily workload.
“We often talk about the effectiveness of training programs, and I say that if a person walks away from the program with at least one thing they will actually start using, that’s a success,” summarizes Pavla Pavlíková, whose approach contrasts with the common practice of ticking off “completed training.”
Training providers today often demand clearly measurable outcomes. “Certainly, it should be that the person knows their stressors and can manage them. They should be able to organize their work and time to minimize interruptions and distractions, thus giving them more space for what really matters—activities that fall within their role and bring results,” she states.
Although the program is grounded in practice, it doesn’t forget its theoretical foundations. Pavla Pavlíková, among other things, drew inspiration from the positive psychology of Martin Seligman and Shirzad Chamine’s concept of Positive Intelligence. However, the approach remains practical—the goal is not to overwhelm participants with theory but to offer concrete ways to relieve stress when it becomes overwhelming.
The “Managing Performance Pressure” program, in times of increasing psychological strain in the workplace, is not only a response to the demands of HR departments but also a tool for saving human potential. And perhaps a simple reminder that performance without space to breathe will never be sustainable in the long run.
