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Unit 7_MT497_Team Discussion response

13832Respond or elaborate on team discussion post below:

We’ve all been there when everything seems to be falling apart — deadlines piling up, expectations weighing us down, and burnout sneaking in like a glitchy Wi-Fi connection during a Zoom call. That moment hit me during a pretty rough product launch last year. Half the team was out sick, our vendor messed up the shipping, and we were pretty much just patching everything together to hit the go-live date.

Dealing with the Madness

What I usually did to handle things back then? Just two things: structure and support. I put together a daily plan with some doable goals and relied a lot on a couple of my trusted coworkers to help figure things out. We had quick morning check-ins and evening wrap-ups, which helped bring some order to the chaos.

I made an effort to keep an eye on what stresses me out. Lazarus and Folkman’s Transactional Model of Stress (1984) suggests that how we see and deal with stress can be more crucial than the actual stressor. When I started looking at the situation as a challenge rather than a threat, I felt a bit more in control.

Stress Aftermath… and the Comeback

Hey, I’m not saying it didn’t stress me out. I wasn’t getting much sleep, and I totally lost it at my partner over something silly like doing the dishes (my bad, Alex). But after the launch, I figured something out: I didn’t just get through it — I came out even stronger.

That’s when you really see resilience in action. Ginsburg (2011) describes resilience as the ability to bounce back from tough times and even come out stronger. The next time a fire drill came up, I stayed calm. I had more tools, a better view, and honestly, a lot more confidence.

Staying pumped up

I hit a bit of a slump with my motivation when I was really swamped — it’s tough to think about long-term goals when you’re just trying to stay afloat. But once I stepped back and remembered why I was into the work (helping customers, reaching goals, growing), I got back in touch with my motivation. This totally connects with self-determination theory (Deci & Ryan, 2000), which points out that autonomy, competence, and relatedness are major motivators — and I was able to get back in touch with all three once the fog cleared.

Whose Job Is It, Anyway?

So, who’s in charge of keeping everyone motivated at work? Honestly, both sides. Leaders should create a vibe where employees feel safe, backed up, and pushed to grow, not just stressed out. Employees need to get a grip on what motivates them and speak up for what they want. The coolest environments let people take the reins on their motivation instead of just hanging around waiting for a pep talk or a pizza party.

What I’ve picked up from other people

One thing I’ve picked up from this group — just from the early intros — is that everyone has their own way of handling stress. Some people lean on faith, some stick to their routines, while others find their groove in humor or hitting the gym. As I step up in leadership, I’m totally going to take notes on what’s working for others. Resilient leaders are the ones who not only recover themselves but also create environments where everyone can bounce back.

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