Month: May 2025

After taking the Life Stress Inventory, the Coping and Stress Management Skills Test, and the Type A Personality Survey, I’ve gotten a better picture of how I respond to stress and what that means for my future in the workplace. One result that stood out was my impatience/irritability score of 28, which is relatively low. While I tend to be warm and tolerant in most situations, I can occasionally feel overwhelmed and react with frustration when things aren’t going as planned. Thankfully, this doesn’t happen often, and I’ve learned that I value relationships and trust others, which helps keep things in balance.

This insight is important because unmanaged stress especially chronic impatience or hostility can harm both relationships and physical health. I didn’t realize how closely connected these behaviors are to heart disease risk until reading about the Type A Behavior Pattern (TABP). It’s not just about being driven or competitive it’s the irritability and lack of emotional regulation that can take a toll.

As I move forward in my career, I know that managing stress won’t just help me perform better it’ll also protect my health. I plan to prioritize regular exercise, take short breaks throughout the workday, and keep up with hobbies that help me recharge. I also want to be intentional about setting boundaries with my time and energy, especially as responsibilities grow.

On a broader scale, organizations are starting to recognize the impact stress has on employees. Many are introducing wellness programs that include things like mental health days, mindfulness workshops, or access to therapy and coaching. Some companies are even redesigning their workspaces or adjusting workloads to help reduce burnout. These changes show that it’s not just on the individual to manage stress companies have a role to play too.

Knowing where I stand now helps me plan ahead. Managing stress isn’t about being perfect it’s about knowing your triggers, building routines that keep you grounded, and working in environments that support your well-being.

When I was deciding between two internship offers, one from Enterprise and another from a small local company in my hometown of Bend, Oregon, I ended up choosing Enterprise. On paper, both roles were similar, each offered hands-on experience, development opportunities, and chances to grow professionally. But the key difference was compensation. Enterprise offered a significantly higher hourly wage, and for me, that tipped the scale.

Looking back, compensation was more than just a paycheck. It was a signal that the company valued the work I’d be doing. According to First, Break All the Rules, pay isn’t just a number, it’s an emotional measure of value. In my case, the higher wage made me feel like the role would be more impactful and that the company was more invested in its interns’ performance and contributions.

The book also explains how great managers try to redirect employee ambition by attaching meaning and respect to every role, not just promotions. But when that structure isn’t in place like in many internships, the clearest indicator of value becomes pay. That’s exactly what happened for me. While the local company may have offered a more relaxed environment and even more personal attention, the compensation structure at Enterprise sent a stronger message about career potential, seriousness, and expectations.

It wasn’t just the money, it was what the money represented. It made me feel like the work I’d be doing mattered, and that was the kind of motivation I needed to say yes.