The problems, risks, and the pressure of deadlines can increase levels of stress. When potential consequences are serious or when guidelines are uncertain, fear can make problem solving difficult. If unexpected problems arise, frustration and anger are predictable reactions. It is natural to experience these emotions, but it is critical for team members not to be overcome by them.

In difficult circumstances, it is important to put feelings aside for the moment, remain calm and handle the situation at hand in the best possible manner. People who have trouble controlling their reactions can make problems worse and distract other members of the team from thinking about solutions.

The people who gave you feedback may want you to do a better job of controlling your feelings.

• Your coworkers may expect you to stay calm in difficult situations.
• You may be the kind of person who expresses feelings easily.
• Perhaps you find it hard to put strong emotions aside.
• You may sometimes feel fear, panic or anger in a crisis situation.
• You may find it hard to think logically about specific steps.

• If the comments in your report do not describe in enough detail why you received a relatively low rating, consider asking the people who rated you for more specific examples of your actions.

• Perhaps the people who work around you expect more of you than you realize. Tell them you want to keep your cool. Ask them what more they would like to see you do to remain calm and effective in stressful situations.

• Identify someone who is "cool under fire." If possible, study this person's on-the-job behavior. Consider asking this person to observe you and give you feedback.

• Think about a stressful situation in which you lost your composure. Analyze what happened, why, and the consequences. How could you have handled the situation differently?

• Recall an instance when someone you know seemed to stay calm and do the right thing even though the situation was very difficult. Think about the importance of controlling intense emotions in stressful conditions.

• Identify typical work situations in which mental toughness may be required.

• Imagine possible consequences if emotions are not well handled in stressful situations.

• Discuss with coworkers what is needed from each other in such situations.

• Get more detailed feedback from your manager or coworkers. Can they give an example of when "losing your cool" made the situation worse? What are their suggestions? How do they expect you to act in such situations?

• Contact people you know who usually remain "cool under fire." Ask them what is going on in their minds--how they maintain their composure.

• Put yourself in stressful situations and consciously put emotions aside in order to be effective. The next time a crisis happens, step up and take charge of the situation. People expect leaders to do that. Focus completely on solutions. Think this thought: "What can be done now to turn this into a positive situation?"

• In stressful situations, try using self-talk, such as "This is really no big deal," or "I'll deal with my feelings later."

• When you remain calm and effective in a difficult situation, give yourself full credit for that accomplishment.

• Practice controlling your temper in non-work situations. Then apply the techniques back on the job.

• If you should "lose your cool," make a habit of analyzing what you did, why, the consequences, and how you might have handled the situation differently.

• Consider believing in and doing things based on these positive attitudes:

"Although this is a stressful situation, it could be a whole lot worse."

"In a tough situation, I will stay cool no matter what happens."

Bellman, Geoffrey M. Getting Things Done When You Are Not In Charge. New York: Fireside, 1993.

Fisher, Roger, and Alan Sharp. Getting It Done: How to Lead When You're Not in Charge. New York: HarperBusiness, 1998.

Weisinger, Hendrie. Emotional Intelligence at Work. San Francisco: Jossey-Bass, 2000.