Definition of stress

Stress can hit anyone at any level of the business and recent research shows that work related stress is widespread and is not confined to particular sectors, jobs or industries. HSE's formal definition of work related stress is: "The adverse reaction people have to excessive pressures or other types of demand placed on them at work." Stress is not an illness it is a state. However, if stress becomes too excessive and prolonged, mental and physical illness may develop. Well-designed, organised and managed work is generally good for us but when insufficient attention to job design, work organisation and management has taken place, it can result in Work related stress. Work related stress develops because a person is unable to cope with the demands being placed on them. Stress, including work related stress, can be a significant cause of illness and is known to be linked with high levels of sickness absence, staff turnover and other issues such as more errors. There is a difference between pressure and stress. Pressure can be positive and a motivating factor, and is often essential in a job. It can help us achieve our goals and perform better. Stress occurs when this pressure becomes excessive. Stress is a natural reaction to too much pressure.

Balancing demands and pressures with skills and knowledge

A person experiences stress when they perceive that the demands of their work are greater than their ability to cope. Coping means balancing the demands and pressures placed on you (i.e. the job requirements) with your skills and knowledge (i.e. your capabilities). For example, if you give a member of your team a tight deadline on a project they feel they have neither the skills nor ability to do well, they may begin to feel undue pressure which could result in work related stress. Stress can also result from having too few demands, as people will become bored, feel undervalued and lack recognition. If they feel they have little or no say over the work they do or how they do it, this may cause them stress. [back to top]

Factors in stress
Stress affects people in different ways and what one person finds stressful can be normal to another. With each new situation a person will decide what the challenge is and whether they have the resources to cope. If they decide they don't have the resources, they will begin to feel stressed. How they appraise the situation will depend on various factors, including:

their background and culture; their skills and experience; their personality; their personal circumstances; their individual characteristics; their health status; their ethnicity, gender, age or disability; and other demands both in and outside work.

As a manager you have a duty to ensure that work does not make your team ill. Understanding how to spot the signs of stress in your team, and then know what to do to reduce stress, will help you achieve this. "For me it was a new boss. I found myself crying 'cos I couldn't keep up suddenly. Stress is where you can't cope, there's too much and you don't know what to focus on any more." (Employee, London)

Causes of stress
HSE has identified six factors that can lead to work related stress if they are not managed properly. Demands: Employees indicate that they are able to cope with the demands of their jobs. Control: Employees indicate that they are able to have a say about the way they do their work. Support: Employees indicate that they receive adequate information and support from their colleagues and superiors. Relationships: Employees indicate that they are not subjected to unacceptable behaviours, e.g. bullying at work. Role: Employees indicate that they understand their role and responsibilities. Change: Employees indicate that the organisation engages them frequently when undergoing an organisational change.

It is important to understand each of the six factors and how they are related to each other, as this can influence the amount of stress an individual experiences:

A person can reduce the impact of high demands if they have high control over their work. The impact of high demands and low control can be reduced by having high levels of support, either from colleagues or from you as a manager.

Relationships can be one of the biggest sources of stress, especially where there are problems like bullying and harassment. Problems with role are probably the easier problems to solve. Change does not have to be at an organisational level to have an impact on individuals or teams, for example, changes in team members, line managers or the type of work or technology used by the team can be just as stressful.

Understanding that these six factors can cause stress for employees can help employers and managers answer the questions:

Does my organisation or team have a problem with stress? If 'yes', what do I need to do or change to reduce that stress? If 'no' what do I need to do to prevent stress becoming a problem in the future?

In the Management Standards section of this website, we have identified good practice guidance for each of these factors which should encourage a proactive approach to preventing and managing stress in the workplace.

Signs and Symptoms

Key message
Stress can cause changes in those experiencing it. In some cases there are clear signs that people are experiencing stress at work and if these can be identified early, action can be taken before the pressure becomes a problem. This may make it easier to reduce and eliminate the causes. It is important that everyone looks out for changes in a person's or a group's behaviour. However, in many cases the changes may only be noticeable to the person subject to the stress and so it is also important to look at how you are feeling and try to identify any potential issues you may have as early as possible and take positive action to address them; this may be raising the matter with a line manager, talking to an occupational health professional or your own GP. Stress can show itself in many different ways - see below. Some of the items in this list may not be signs of stress if people always behave this way. Managers may need to manage staff exhibiting some of these signs differently. You are particularly looking for changes in the way people behave that could be linked with excessive pressures.

Stress and mental health at work

Definitions
Work related stress is the adverse reaction people have to excessive pressures or other types of demand placed on them at work.

Mental health is how we think, feel and behave. Common mental health problems are those that:

are most frequent and more prevalent; and are successfully treated in primary care settings like GPs rather than by specialists such as Psychiatrists

Anxiety is an unpleasant feeling when you feel worried, uneasy or distressed about something that may or may not be about to happen. (NHS Direct) Depression is when you have feelings of extreme sadness, despair or inadequacy that last for a long time. (NHS Direct) [back to top]

Common mental health problems (CMHP)

One person in four in the UK will have a mental health problem at some point in their life. While mental health problems are common, most are mild. The family doctor and primary healthcare team can usually deal with them without referring the person for specialist help. Anxiety and depression are the most common mental health problems. Often these are a reaction to a difficult life event, for example moving house, bereavement, or problems at work. CMHPs tend to be short-term and are generally treated by medication from a GP. The GP will review this treatment and if there is no improvement, consider referring to a specialist. [back to top]

How CMHPs and work related stress go together

Work related stress and mental health often go together. The symptoms of stress and common mental health problems are similar, for example, loss of appetite, fatigue and tearfulness can be symptoms of both. Work related stress may trigger an existing mental health problem that the person may otherwise have successfully managed without letting it affect their work. For people with existing mental health issues, work related stress may worsen their problem. If work related stress reaches a point where it has triggered an existing mental health problem, it becomes hard to separate one from the other. [back to top]

How CMHPs and work related stress are different

Common mental health problems and stress can exist independently. For example, people can have work related stress and physical changes such as high blood pressure, without experiencing anxiety and depression. They can also have anxiety and depression without experiencing stress. The key difference between the two is their cause and the way they are treated. Stress at work is a reaction to events or experiences at work. CMHPs can arise through causes outside work, e.g. bereavement, divorce, postnatal depression or a family history of the problem. However, people can have CMHPs with no obvious causes. Organisations can manage and prevent stress by improving conditions at work. Doctors usually treat common mental health problems by prescribing medication. However, you and your managers have a role in making adjustments and helping the person to manage the problem at work. [back to top]

Mental health problems

In practice, it can be hard to distinguish when stress turns into a mental health problem and when existing mental health problems become exaggerated by stress at work. Many of the symptoms are similar to those that people experience when they are under considerable pressure; the key differences are in the severity and duration of the symptoms and the impact they have on someones everyday life. Usually a general practitioner (GP) will make the diagnosis and offer treatment e.g. medication, talking therapies or a combination of both. The majority of people with mental health problems are treated by their GP and most are capable of continuing to work productively. Evidence shows that employment can be of great benefit, both to the employer and to the employee. Information on the most common mental health problems, advice on what to look out for when considering a persons well-being and a checklist for managers providing a summary of options you and your organisation can take to improve mental health in the workplace can be found on the Shift Line Managers Web Resource [back to top]

Find out more

Find out more about helping people with anxiety by going to the ANXIETY UK website . ANXIETY UK is a national registered charity formed 30 years ago by a sufferer of agoraphobia for those affected by anxiety disorders; it is still a user-led organisation, run by sufferers and exsufferers of anxiety disorders supported by a high-profile medical advisory panel.

Health and safety statistics

Key annual figures 2011/12

1.1 million working people were suffering from a work-related illness 173 workers killed at work 111 000 other injuries to employees were reported under RIDDOR 212 000 over-3-day absence injuries occurred (LFS) 27 million working days were lost due to work-related illness and workplace injury Workplace injuries and ill health (excluding cancer) cost society an estimated 13.4 billion in 2010/11d9(www.source health related excutive.com date of data recorded Wednesday, October 31, 2012)

Line Manager Competency Indicator Tool

Line managers play a vital role in the identification and management of stress within the organisation. They are likely to see the problems causing the stress first hand, will be in the best position to notice changes in staff behaviour that may indicate a stress-related problem and will often be the first point of contact when an individual feels stressed. But managers also need to think about their behaviour, and how it can either add to the stress their staff experience or help alleviate the problem. Management behaviour is often highlighted as a major factor by those suffering from work related stress. Training is usually given to those going into management but often they are then left to get on with it with no checks on how the manager is coping. It is difficult for managers to get feedback that allows them to assess how their staff are affected by their behaviour a manager may be doing something that affects their staff but they are unaware of it. The HSE, in association with the Chartered Institute of Personnel and Development and Investors in People, have designed a series of tools to allow managers to assess whether they currently have the behaviours identified as effective for preventing and reducing stress at work; its aim is to help managers reflect on their behaviour and management style. These tools include a self-assessment tool, one that requires input from the managers staff (180) and one that allows input from staff, senior managers and

The 8 Types Of Work-Related Stress

First Posted: 09/17/2010 9:01 am Updated: 11/17/2011 8:02 am

Job stress can fray nerves, keep you up at night and contribute to health problems such as heart disease and depression. "Chronic job strain can put both your physical and emotional health at risk," says Paul J. Rosch, MD, the president of the American Institute of Stress. Finding the source of your stress is the first step to fighting it, but that's easier said than done. Fortunately, experts have identified specific work situations that are likely to make your blood boil. Which one of these stressed out workers do you resemble? Overworked underling The profile: You're busy from the time you get to work until the time you leave, but you have

little freedom while you're there. You don't have much say over how you do your job or the types of projects you work on, and you're always on someone else's schedule. The solution: These types of jobs -- known as "high-demand, low-control" -- tend to cause a great deal of psychological strain, says Peter L. Schnall, MD, an occupational stress expert at the University of California at Irvine. Even if you can't make your job less demanding, finding ways to get more involved in decisionmaking will help ease the stress, research suggests. Frustrated go-getter The profile: You work your tail off, but you feel you don't receive enough credit, or compensation. With lots of sweat (and maybe a few tears), you've made your bosses look good. Still, you haven't received a raise, a promotion or sufficient recognition. The solution: These so-called "effort-reward imbalances" are a recipe for stress, especially among very driven people who are eager for approval. Try discussing your career goals with your boss. You may not get the rewards you want right away, but you could gain some insight about how to improve your situation and outlook. Castaway The profile: You feel like you're all alone, and not in a good way. If you require help or guidance, your boss won't give it to you, and when you need to vent, you don't have a trusted ally to turn to. The solution: A good support system at work includes both practical support from your bosses (the resources and help you need to do your job well) and emotional support from colleagues. Too little of either could make you feel stranded on irritation island. Work on communicating your needs, both practical and emotional. If you want your boss's help, be as specific (and persuasive) as possible, and make connecting with coworkers a priority. Doormat The profile: You deal with demanding and verbally abusive customers, but through it all you're expected -- no, required -- to swallow your resentment and maintain a facade of professionalism, calm and courtesy. The solution: "When there's a discrepancy between your internal state and the roles you're expected to play at work, you experience what researchers call emotional labor," says Dr. Schnall. Ask your boss for advice or additional training on how to handle difficult customers without feeling demoralized. Doing your job without taking abuse personally will leave you feeling better about yourself.

Tech prisoner The profile: Thanks to the Blackberry, cell phone and laptop your company so generously provided, your boss can now reach you 24/7. You're constantly (if virtually) connected to the office, and your work and personal life are indistinguishable. The solution: "Techno-stress is an important and growing issue," says Dr. Rosch, who is also a clinical professor of medicine and psychiatry at New York Medical College, in Valhalla, N.Y. To protect yourself from mental and physical strain, learn how to unplug (literally). Set aside blocks of time -- between 9 p.m. and 8 a.m., say when you turn your electronics off and focus on clearing your head. Burnout The profile: You're terminally exhausted, both physically and emotionally, to the point where it becomes difficult to function. You feel as if you're on the verge of a breakdown. The solution: Although the word "burnout" is used loosely, the technical definition is severe exhaustion stemming from prolonged work-related stress. Burnout occurs most often in very charged, high-stakes work environments (such as ERs). But it can occur in just about any stressful job. If you're experiencing burnout, discuss it with a supervisor and explore whether you can take time off or even a leave of absent

Work-related stress
Summary Work-related stress has many causes, including long hours, heavy workload, job insecurity, the threat of job loss or redundancy, and conflicts with other workers or bosses. Symptoms of work-related stress may include depression, anxiety, a drop in work performance, feelings of being overwhelmed, fatigue, headaches and an increase in sick days or absenteeism. Companies and employers should recognise work-related stress as a significant health and safety issue.

Work-related stress is a growing problem around the world that affects not only the health and well-being of employees, but also the productivity of organisations. Work-related stress arises where work demands of various types and combinations exceed the persons capacity and capability to cope. Work-related stress is the second most common compensated illness/injury in Australia, after musculoskeletal disorders. Work-related stress can be caused by various events. For example, a person might feel under pressure if the demands of their job (such as hours or responsibilities) are greater than they can comfortably manage. Other sources of work-related stress include conflict with co-workers or

bosses, constant change, and threats to job security, such as potential redundancy. In Australian, more than $133.9 million was paid in benefits to workers who had made claims related to workplace stress during the 2004/2005 tax year. According to the National Health and Safety Commission, work-related stress accounts for the longest stretches of absenteeism. What one person may perceive as stressful, however, another may view as challenging. Whether a person experiences work-related stress depends on the job, the persons psychological makeup, and other factors (such as personal life and general health).

Symptoms of work-related stress

The signs or symptoms of work-related stress can be physical, psychological and behavioural. Physical symptoms include:

Fatigue Muscular tension Headaches Heart palpitations Sleeping difficulties, such as insomnia Gastrointestinal upsets, such as diarrhoea or constipation Dermatological disorders.

Psychological symptoms include:

Depression Anxiety Discouragement Irritability Pessimism Feelings of being overwhelmed and unable to cope Cognitive difficulties, such as a reduced ability to concentrate or make decisions.

Behavioural symptoms include:

An increase in sick days or absenteeism Aggression Diminished creativity and initiative A drop in work performance Problems with interpersonal relationships Mood swings and irritability Lower tolerance of frustration and impatience Disinterest Isolation.

What are the main work-related stressors?

All the following issues have been identified as potential stressors at workplaces. A risk management approach will identify which ones exist in your own workplace and what causes them. They include:

Organisation culture Bad management practices Job content and demands Physical work environment Relationships at work Change management Lack of support Role conflict Trauma.

Causes of work-related stress

Some of the factors that commonly cause work-related stress include: Long hours

Heavy workload Changes within the organisation Tight deadlines Changes to duties Job insecurity Lack of autonomy Boring work Insufficient skills for the job Over-supervision Inadequate working environment Lack of proper resources Lack of equipment Few promotional opportunities Harassment Discrimination Poor relationships with colleagues or bosses Crisis incidents, such as an armed hold-up or workplace death.

Self-help for the individual

A person suffering from work-related stress can help themselves in a number of ways, including:

Think about the changes you need to make at work in order to reduce your stress levels and then take action. Some changes you can manage yourself, while others will need the cooperation of others. Talk over your concerns with your employer or human resources manager.

Make sure you are well organised. List your tasks in order of priority. Schedule the most difficult tasks of each day for times when you are fresh, such as first thing in the morning. Take care of yourself. Eat a healthy diet and exercise regularly. Consider the benefits of regular relaxation. You could try meditation or yoga. Make sure you have enough free time to yourself every week. Dont take out your stress on loved ones. Instead, tell them about your work problems and ask for their support and suggestions. Drugs, such as alcohol and tobacco, wont alleviate stress and can cause additional health problems. Avoid excessive drinking and smoking. Seek professional counselling from a psychologist. If work-related stress continues to be a problem, despite your efforts, you may need to consider another job or a career change. Seek advice from a career counsellor or psychologist.

Benefits of preventing stress in the workplace

Reduced symptoms of poor mental and physical health Fewer injuries, less illness and lost time Reduced sick leave usage, absences and staff turnover Increased productivity Greater job satisfaction Increased work engagement Reduced costs to the employer Improved employee health and community wellbeing.

Work-related stress is a management issue

It is important for employers to recognise work-related stress as a significant health and safety issue. A company can and should take steps to ensure that employees are not subjected to unnecessary stress, including:

Ensure a safe working environment. Make sure that everyone is properly trained for their job. De-stigmatise work-related stress by openly recognising it as a genuine problem. Discuss issues and grievances with employees, and take appropriate action when possible. Devise a stress management policy in consultation with the employees. Encourage an environment where employees have more say over their duties, promotional prospects and safety. Organise to have a human resources manager. Cut down on the need for overtime by reorganising duties or employing extra staff. Take into account the personal lives of employees and recognise that the demands of home will sometimes clash with the demands of work. Seek advice from health professionals, if necessary.

Where to get help

Your doctor

Psychologist Your manager Human resources manager at your workplace WorkCover Advisory Service Tel. 1800 136 089

Things to remember

Some of the many causes of work-related stress include long hours, heavy workload, job insecurity and conflicts with co-workers or bosses. Symptoms include a drop in work performance, depression, anxiety and sleeping difficulties. It is important for employers to recognise work-related stress as a significant health and safety issue. A company can and should take steps to ensure that employees are not subjected to unnecessary stress. .

Stress at Work
While some workplace stress is normal, excessive stress can interfere with your productivity and impact your physical and emotional health. And your ability to deal with it can mean the difference between success or failure. You cant control everything in your work environment, but that doesnt mean youre powerlesseven when youre stuck in a difficult situation. Finding ways to manage workplace stress isnt about making huge changes or rethinking career ambitions, but rather about focusing on the one thing thats always within your control: you.
In This Article:

Coping with work stress Warning signs Taking care of yourself Prioritizing and organizing Improving emotional intelligence Breaking bad habits What managers or employers can do

Coping with work stress in todays uncertain climate

For workers everywhere, the troubled economy may feel like an emotional roller coaster. "Layoffs" and "budget cuts" have become bywords in the workplace, and the result is increased fear, uncertainty, and higher levels of stress. Since job and workplace stress increase in times of economic crisis, its important to learn new and better ways of coping with the pressure.

Your emotions are contagious, and stress has an impact on the quality of your interactions with others. The better you are at managing your own stress, the more you'll positively affect those around you, and the less other people's stress will negatively affect you.
You can learn how to manage job stress

There are a variety of steps you can take to reduce both your overall stress levels and the stress you find on the job and in the workplace. These include:

Taking responsibility for improving your physical and emotional well-being. Avoiding pitfalls by identifying knee jerk habits and negative attitudes that add to the stress you experience at work. Learning better communication skills to ease and improve your relationships with management and coworkers.

Tip 1: Recognize warning signs of excessive stress at work

When you feel overwhelmed at work, you lose confidence and may become irritable or withdrawn. This can make you less productive and less effective in your job, and make the work seem less rewarding. If you ignore the warning signs of work stress, they can lead to bigger problems. Beyond interfering with job performance and satisfaction, chronic or intense stress can also lead to physical and emotional health problems.
Signs and symptoms of excessive job and workplace stress Feeling anxious, irritable, or depressed Muscle tension or headaches Apathy, loss of interest in work Stomach problems Problems sleeping Social withdrawal Fatigue Loss of sex drive Trouble concentrating Using alcohol or drugs to cope Common causes of excessive workplace stress

Fear of being laid off More overtime due to staff cutbacks Pressure to perform to meet rising expectations but with no increase in job satisfaction Pressure to work at optimum levels all the time!

Tip 2: Reduce job stress by taking care of yourself

When stress at work interferes with your ability to perform in your job, manage your personal life, or adversely impacts your health, its time to take action. Start by paying attention to your physical and emotional health. When your own needs are taken care of, youre stronger and more resilient to stress. The better you feel, the better equipped youll be to manage work stress without becoming overwhelmed.

Taking care of yourself doesnt require a total lifestyle overhaul. Even small things can lift your mood, increase your energy, and make you feel like youre back in the drivers seat. Take things one step at a time, and as you make more positive lifestyle choices, youll soon notice a reduction in your stress levels, both at home and at work.
Get moving

Regular exercise is a powerful stress relievereven though it may be the last thing you feel like doing. Aerobic exerciseactivity that raises your heart rate and makes you sweatis a hugely effective way to lift your mood, increase energy, sharpen focus, and relax both the mind and body. For maximum stress relief, try to get at least 30 minutes of heart-pounding activity on most days. If its easier to fit into your schedule, break up the activity into two or three shorter segments.
Make food choices that keep you going

Low blood sugar can make you feel anxious and irritable, while eating too much can make you lethargic. Healthy eating can help you get through stressful work days. By eating small but frequent meals, you can help your body maintain an even level of blood sugar, keep your energy up, stay focused, and avoid mood swings.
Drink alcohol in moderation and avoid nicotine

Alcohol temporarily reduces anxiety and worry, but too much can cause anxiety as it wears off. Drinking to relieve job stress may also eventually lead to alcohol abuse and dependence. Similarly, smoking when you're feeling stressed and overwhelmed may seem calming, but nicotine is a powerful stimulant leading to higher, not lower, levels of anxiety.
Get enough sleep

Not only can stress and worry can cause insomnia, but a lack of sleep can leave you vulnerable to even more stress. When you're well-rested, it's much easier to keep your emotional balance, a key factor in coping with job and workplace stress. Try to improve the quality of your sleep by keeping a sleep schedule and aiming for 8 hours a night.

Tip 3: Reduce job stress by prioritizing and organizing

When job and workplace stress threatens to overwhelm you, there are simple steps you can take to regain control over yourself and the situation. Your newfound ability to maintain a sense of self-control in stressful situations will often be well-received by coworkers, managers, and subordinates alike, which can lead to better relationships at work. Here are some suggestions for reducing job stress by prioritizing and organizing your responsibilities.

Time management tips for reducing job stress

Create a balanced schedule. Analyze your schedule, responsibilities, and daily tasks. All work and no play is a recipe for burnout. Try to find a balance between work and family life, social activities and solitary pursuits, daily responsibilities and downtime. Dont over-commit yourself. Avoid scheduling things back-to-back or trying to fit too much into one day. All too often, we underestimate how long things will take. If you've got too much on your plate, distinguish between the "shoulds" and the "musts." Drop tasks that aren't truly necessary to the bottom of the list or eliminate them entirely. Try to leave earlier in the morning. Even 10-15 minutes can make the difference between frantically rushing to your desk and having time to ease into your day. Dont add to your stress levels by running late. Plan regular breaks. Make sure to take short breaks throughout the day to take a walk or sit back and clear your mind. Also try to get away from your desk or work station for lunch. Stepping away from work to briefly relax and recharge will help you be more, not less, productive.

Task management tips for reducing job stress

Prioritize tasks. Make a list of tasks you have to do, and tackle them in order of importance. Do the high-priority items first. If you have something particularly unpleasant to do, get it over with early. The rest of your day will be more pleasant as a result. Break projects into small steps. If a large project seems overwhelming, make a step-by-step plan. Focus on one manageable step at a time, rather than taking on everything at once. Delegate responsibility. You dont have to do it all yourself. If other people can take care of the task, why not let them? Let go of the desire to control or oversee every little step. Youll be letting go of unnecessary stress in the process. Be willing to compromise. When you ask someone to contribute differently to a task, revise a deadline, or change their behavior at work, be willing to do the same. Sometimes, if you can both bend a little, youll be able to find a happy middle ground that reduces the stress levels for everyone concerned.

Tip 4: Reduce job stress by improving emotional intelligence

Learn to Recognize Hidden Stress

Watch 4-min. video: Quick Stress Relief Even if youre in a job where the environment has grown increasingly stressful, you can retain a large measure of self-control and self-confidence by understanding and practicing emotional intelligence. Emotional intelligence is the ability to manage and use your emotions in positive and constructive ways. When it comes to satisfaction and success at work, emotional intelligence matters just as much as intellectual ability. Emotional intelligence is about communicating with

others in ways that draw people to you, overcome differences, repair wounded feelings, and defuse tension and stress.
Emotional intelligence in the workplace:

Emotional intelligence in the workplace has four major components:

Self-awareness The ability to recognize your emotions and their impact while using gut feelings to guide your decisions. Self-management The ability to control your emotions and behavior and adapt to changing circumstances. Social awareness The ability to sense, understand, and react to other's emotions and feel comfortable socially. Relationship management The ability to inspire, influence, and connect to others and manage conflict.

The five key skills of emotional intelligence

There are five key skills that you need to master in order to raise your emotional intelligence and manage stress at work.

Realize when youre stressed, recognize your particular stress response, and become familiar with sensual cues that can rapidly calm and energize you. The best way to reduce stress quickly is through the senses: through sight, sound, smell, taste, and touch. But each person responds differently to sensory input, so you need to find things that are soothing to you. Stay connected to your internal emotional experience so you can appropriately manage your own emotions. Your moment-to-moment emotions influence your thoughts and actions, so pay attention to your feelings and factor them into your decision making at work. If you ignore your emotions you wont be able to fully understand your own motivations and needs, or to communicate effectively with others. Recognize and effectively use nonverbal cues and body language. In many cases, what we say is less important than how we say it or the other nonverbal signals we send out, such as eye contact, facial expression, tone of voice, posture, gesture and touch. Your nonverbal messages can either produce a sense of interest, trust, and desire for connectionor they can generate confusion, distrust, and stress. You also need to be able to accurately read and respond to the nonverbal cues that other people send you at work. Develop the capacity to meet challenges with humor. There is no better stress buster than a hearty laugh and nothing reduces stress quicker in the workplace than mutually shared humor. But, if the laugh is at someone elses expense, you may end up with more rather than less stress. Resolve conflict positively. Resolving conflict in healthy, constructive ways can strengthen trust between people and relieve workplace stress and tension. When handling emotionally-charged situations, stay focused in the present by disregarding old hurts and resentments, connect with your emotions, and hear both the words and the nonverbal cues being used. If a conflict cant be resolved, choose to end the argument, even if you still disagree.

Tip 5: Reduce job stress by breaking bad habits

As you learn to manage your job stress and improve your work relationships, youll have more control over your ability to think clearly and act appropriately. You will be able to break habits that add to your stress at work and youll even be able to change negative ways of thinking about things that only add to your stress.
Eliminate self-defeating behaviors

Many of us make job stress worse with negative thoughts and behavior. If you can turn around these self-defeating habits, youll find employer-imposed stress easier to handle.

Resist perfectionism. No project, situation, or decision is ever perfect, so trying to attain perfection on everything will simply add unnecessary stress to your day. When you set unrealistic goals for yourself or try to do too much, youre setting yourself up to fall short. Aim to do your best, no one can ask for more than that. Clean up your act. If youre always running late, set your clocks and watches fast and give yourself extra time. If your desk is a mess, file and throw away the clutter; just knowing where everything is saves time and cuts stress. Make to-do lists and cross off items as you accomplish them. Plan your day and stick to the schedule youll feel less overwhelmed. Flip your negative thinking. If you see the downside of every situation and interaction, youll find yourself drained of energy and motivation. Try to think positively about your work, avoid negative-thinking co-workers, and pat yourself on the back about small accomplishments, even if no one else does. Dont try to control the uncontrollable. Many things at work are beyond our control particularly the behavior of other people. Rather than stressing out over them, focus on the things you can control such as the way you choose to react to problems.

Five Ways to Dispel Stress

Take time away. When stress is mounting at work, try to take a quick break and move away from the stressful situation. Take a stroll outside the workplace if possible, or spend a few minutes meditating in the break room. Physical movement or finding a quiet place to regain your balance can quickly reduce stress. Talk it over with someone. In some situations, simply sharing your thoughts and feelings with someone you trust can help reduce stress. Talking over a problem with someone who is both supportive and empathetic can be a great way to let off steam and relieve stress. Connect with others at work. Developing friendships with some of your co-workers can help buffer you from the negative effects of stress. Remember to listen to them and offer support when they are in need as well. Look for humor in the situation. When used appropriately, humor is a great way to relieve stress in the workplace. When you or those around you start taking things too seriously, find a way to lighten the mood by sharing a joke or funny story.

Tip 6: Learn how managers or employers can reduce job stress

It's in a manager's best interest to keep stress levels in the workplace to a minimum. Managers can act as positive role models, especially in times of high stress, by following the tips outlined in this article. If a respected manager can remain calm in stressful work situations, it is much easier for his or her employees to also remain calm. Additionally, there are a number of organizational changes that managers and employers can make to reduce workplace stress. These include:
Improve communication

Share information with employees to reduce uncertainty about their jobs and futures. Clearly define employees roles and responsibilities. Make communication friendly and efficient, not mean-spirited or petty.

Consult your employees

Give workers opportunities to participate in decisions that affect their jobs. Consult employees about scheduling and work rules. Be sure the workload is suitable to employees abilities and resources; avoid unrealistic deadlines. Show that individual workers are valued. Offer rewards and incentives. Praise good work performance, both verbally and officially, through schemes such as Employee of the Month. Provide opportunities for career development. Promote an entrepreneurial work climate that gives employees more control over their work.

Cultivate a friendly social climate

Provide opportunities for social interaction among employees. Establish a zero-tolerance policy for harassment. Make management actions consistent with organizational values

Stress management competency indicator tool

How effective are you at preventing and reducing stress in your staff?
Use the following questionnaire to assess your behaviour The Stress management competency indicator tool in this document is designed to allow you to assess whether the behaviours identified as effective for preventing and reducing stress at work are part of your management repertoire or not. The aim is to help you to reflect upon your own behaviour and management style. The next four pages look in turn at four behavioural areas identified as being important for managers to prevent and reduce stress in their staff. You are asked to consider a range of specific manager behaviours and put a tick in the column that most closely represents your level of agreement with each statement. You can then use the instructions at the end of each table to calculate your score on the behavioural area covered by that table. (NB the term team members is used to refer to people who report directly to you/who you manage.) The overall assessment process on page 6 allows you to use the scores from the questionnaire to assess your effectiveness in preventing and reducing stress in your staff. It allows you to identify whether any of the areas are Development Needs for you, or whether you are Reasonable or Effective in each area. Some tips and ideas on how you can use your assessment to improve your effectiveness in preventing and reducing stress at work, through your management behaviour, are provided on page 7. Finally, page 8 provides a summary of the competencies required to prevent and reduce stress at work. For more information on the framework of Management competencies for preventing and reducing stress at work and the key messages for managers, please refer to the guidance leaflet available for download at: www.cipd.co.uk/subjects/health/stress/_strwklnmgr.htm. To read more about how the Management competencies for preventing and reducing stress at work were identified, and how the stress management competency indicator tool was developed, please refer to the full research report available for download at: www.hse.gov.uk/research/rrhtm/rr633.htm.
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AREA 1 RESPECTFUL AND RESPONSIBLE: MANAGING EMOTIONS AND HAVING INTEGRITY

Behaviour/Competency Strongly Disagree Slightly Agree Strongly Disagree Agree Agree Integrity I am a good role model I treat my team members with respect I am honest I do what I say I will do I never speak about team members behind their backs Managing Emotions I act calmly in pressured situations I take a consistent approach to managing My moods are predictable I dont pass on my stress to my team I approach deadlines calmly I welcome suggestions for improvements from my team Considerate Approach I allow my team to plan their workloads The deadlines I create are realistic I give more positive than negative feedback I deal with problems myself rather than relying on others I allow my team to approach their work in their own way I show a consideration for my teams worklife balance Note down the total number of ticks in each column Now multiply each column total by the x 1 x 2 x 3 x 4 x 5 number indicated to calculate your = = = = = column score Add the column scores together and note the total score (maximum score is 85) Now divide your total score by 85 and (./85) x 100 = multiply by 100
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AREA 2MANAGING AND COMMUNICATING EXISTING AND FUTURE WORK

Behaviour/Competency Strongly Disagree Slightly Agree Strongly Disagree Agree Agree Proactive Work Management I clearly communicate job objectives to my team I develop action plans I monitor my teams workload on an ongoing basis I encourage my team to review how they organise their work When necessary, I stop additional work being taken on by my team I work proactively I see projects/tasks through to delivery I review processes to see if work can be improved I prioritise future workloads Problem Solving I deal rationally with problems I follow up problems on behalf of my team I deal with problems as soon as they arise I am decisive when decision making Participative/Empowering I give employees the right level of job responsibility I correctly judge when to consult the team and when to make a decision I keep my team informed of what is happening in the organisation I act as a mentor to my team I delegate work equally I help team members to develop in their role I encourage participation from the whole team I provide regular team meetings I give the right level of direction to my team members Note down the total number of ticks in each column Now multiply each column total by the x 1 x 2 x 3 x 4 x 5 number indicated to calculate your = = = = = column score Add the column scores together and note the total score (maximum score is 110) Now divide your total score by 110 and (./110) x 100 = multiply by 100
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AREA 3MANAGING THE INDIVIDUAL WITHIN THE TEAM

Behaviour/Competency Strongly Disagree Slightly Agree Strongly Disagree Agree Agree Personally Accessible I prefer to speak to my team personally than use email I provide regular opportunities for my team to speak one to one I return my teams calls/emails promptly I am available to talk to when needed Sociable I bring in treats for my team I socialise with the team I am willing to have a laugh at work Empathetic Engagement I encourage individuals input in discussions I listen when a team member asks for help I make an effort to find out what motivates my team members at work I try to see things from my team members point of view I take an interest in my teams life outside work I regularly ask team members How are you? I treat all team members with equal importance I check everyone is OK rather than just assuming Note down the total number of ticks in each column Now multiply each column total by the x 1 x 2 x 3 x 4 x 5 number indicated to calculate your = = = = = column score Add the column scores together and note the total score (maximum score is 75) Now divide your total score by 75 and (./75) x 100 = multiply by 100
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AREA 4REASONING/MANAGING DIFFICULT SITUATIONS

The final set of behaviours/competencies refer to how you manage difficult situations in your team such as bullying or employee conflicts. If you havent experienced situations such as these, it may not be useful for you to complete this section. However, please do remember to refer back to this section and to the Management competencies for preventing and reducing stress framework (see www.hse.gov.uk/stress/linemanagers.pdf) if the need to manage a difficult situation arises. Behaviour/Competency Strongly Disagree Slightly Agree Strongly Disagree Agree Agree Managing Conflict I act as a mediator in conflict situations I deal with squabbles in the team before they become arguments I deal objectively with employee conflicts I deal with conflicts head on I try and resolve issues rather than act to keep the peace Use of Organisational Resources I seek advice from other managers when necessary I use HR as a resource to help deal with problems I seek help from occupational health when necessary Taking responsibility for resolving issues I follow up team conflicts after resolution I support employees through incidents of abuse I make it clear I will take ultimate responsibility if things go wrong I address bullying Note down the total number of ticks in each column Now multiply each column total by the x 1 x 2 x 3 x 4 x 5 number indicated to calculate your = = = = = column score Add the column scores together and note the total score (maximum score is 60) Now divide your total score by 60 and (./60) x 100 = multiply by 100
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OVERALL ASSESSMENT
You have now calculated a percentage score for each of the four behavioural areas (or three behavioural areas if you are not measuring your ability to manage difficult situations) that have been identified as important for preventing and reducing stress at work. In order to interpret what these scores mean, use the following guidelines: 75% or below = Development Need: This is an area in which you would benefit from some development. Please refer to back to the questionnaire to explore which of the behaviours you could consider using more often in the future in order to be more effective at preventing and reducing stress in your team. 76% to 89% = Reasonable: You show a good awareness of the behaviours needed for effectively preventing and reducing stress in others. It may be helpful to refer back to the questionnaire to see if there are any behaviours you could add to your repertoire in this area to increase your effectiveness in managing stress in others. 90% and above = Effective: You demonstrate the behaviours that have been shown to be effective in preventing and reducing stress in your team. Your Stress management competence profile: Fill in each of the right hand columns. In the effectiveness column, add Development Need, Reasonable or Effective using the guidance above. Competency Percentage Effectiveness Respectful and responsible: Managing emotions and having integrity Managing and communicating existing and future work Managing the individual within the team Reasoning/Managing difficult situations
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WHAT DO I DO NEXT?
In order to improve your effectiveness at preventing and reducing stress at work, we suggest the following steps: 1 Look for the behavioural area in which you received the lowest score and focus on this as top priority. If you have identified several Development Needs or areas that you would like to move into the Effective zone, take them one at a time you dont have to change everything at once! 2 Look back at the questionnaire to explore what behaviours are relevant to this area. On the following page is also a summary of the four behavioural areas, and outlines of the key behaviours in each. Identify the ones that you indicated you do least and consider what you need to do in order to show these behaviours more often. It may simply be a matter of being more aware of how you are behaving at the moment and making small shifts to add the relevant additional (or alternative) behaviours to your repertoire. 3 You may find it helpful to check out with your team whether they would find it helpful for you to show more of these particular behaviours and how that would be different from what you do at the moment. You could ask them to give you feedback on how you are doing. 4 If you feel that it will be difficult for you to make these behavioural changes on your own, consider seeking support. For example, informal coaching or support from your own manager and/or from the HR department might be helpful; you might find it helpful to get some formal coaching or mentoring; and/or you might want to attend a training course to develop the relevant skills. 5 Finally, in addition to the information provided on the Health and Safety Executive website, you may find the following useful for gaining more information about managing stress and mental health at work: n SHIFT Line Managers Resource: for practical guidance on managing and supporting people with mental health problems in the workplace: www.shift.org.uk n Mental Health Foundation and Mind websites: for information about mental health issues: www.mentalhealth.org.uk and www.mind.org.uk n Information and resources may also be available through your employer, for example from: Occupational Health, Employee Assistance Programme/Welfare Service and Human Resources.