Derek Mowbray's Guide to the Manager's Role in Stress Prevention: Guide to the Manager's Role in Stress Prevention

It is a Manager's responsibility to get the best possible performance from their teams. This means creating and sustaining a working environment that provokes individuals to feel psychologically well, so they can focus and concentrate on their work, enjoy working, feel a great sense of satisfaction at the end of their working day and want to come to work again the next day. A major inhibitor to achieving the best possible performance is stress. Stress is a reaction to something that makes you feel degrees of anxiety, fear and depression. Stress is most frequently caused by events and behaviours that run the risk of producing stressful reactions. The word 'stress' is, unfortunately, used to denote a broad range of sensations. The key thing to remember is that those feeling negative stress will be experiencing interference with their concentration which leads to under performance. Conversely, and perhaps paradoxically, those who feel positive stress (controlled pressure and tension) will find their concentration is more intense and their performance rises. Negative stress can be prevented if Managers behave and take action in ways that stop challenging events and difficult behaviours, created by themselves and others, from occurring in the first place. The fact that Managers can make a major difference to people experiencing stress, and to the performance of their teams, comes from the reality that organisations are controlled communities, controlled by managers. It is, therefore, in the gift of Line Managers to make the difference between low and high performance, by the way they behave, as well as their actions to prevent the events and behaviours that run the risk of causing stressful reactions in people. The purpose of this Guide is to raise awareness, impart some understanding and skills, and to make a difference. The Guide is intended to help Managers: f) prevent events and behaviours that may trigger stressful reactions; g) adopt behaviours that prevent stress in the workforce and, simultaneously, h) create and sustain a working environment that enables the workforce to thrive and produce consistent peak performance; i) recognise the signs of negative stress within their team and take the appropriate action.

Table of Contents:
Introduction Section 1 - What is stress? The pressure-stress continuum Why is stress a problem? The prevention of stress How stress links to mental ill-health The signs and symptoms of stress Section 2 - What is a Line Manager's responsibility? Risks and threats to the business Your legal obligations Section 3 - What kind of Line Manager are you? Your profile as a fabulous manager Tips on how to be a fabulous manager Section 4 - How can a Line Manager prevent stress? Balanced demands Constructive support Shared responsibility Strong relationships Dynamic change Active communication Section 5 - Psychological Responsibility Taking 'psychological responsibility' Tips on adopting 'psychological responsibility' Implementation

About the Author :
Derek Mowbray BA., MSc., MSc(Econ)., PhD., DipPsych., CPsychol., CSci., FBPsS., FIHM., FISMA.. Derek Mowbray is a Chartered Psychologist and Chartered Scientist, with a doctorate in the psychology of leadership. Derek specialises in the primary prevention of psychological distress. His work approaches and interventions are well recognised and adopted throughout the UK and internationally. His work in the stress prevention field focuses on the problems at work that may trigger adverse reactions in people, causing them to feel unwell and under intense pressure resulting in under performance. Derek has a special interest in organisation health psychology, which aims to harmonise the relationship between organisations, their leaders and their workforce. His approach is to use positive psychology to help organisations create and sustain 'the workplace as a fabulous and high performing place to work'. He is the originator of Psychological Responsibility, which places on the individual a responsibility for feeling psychologically well, as well as a responsibility to do no psychological harm to others. He is, also, a sponsor of the method of 'sharing responsibility for the future success of the organisation' as a principle underpinning organisational success and high achievement. By helping leaders and managers to develop the behaviours that encourage commitment and trust, staff engagement and levels of personal performance are strengthened and improved; staff retention increased; absence and presenteeism levels will be reduced along with their huge associated costs. Derek's mission is to create and sustain 'the workplace as a fabulous, high performing place to work'.