Managers dealing with stress among employees

Method

  • Theoretical insights and concepts
  • Case studies, role playing, group work

Ingredients

1/ How to preserve the energy balance in your team.

Prevention: the manager's attitude and know-how:

  • The importance of the Stress Pyramid
  • Recognizing the ‘flow’ concept
  • Organization, work distribution, delegating: what you should look out for
  • How do you make sure the message is clear to your staff
  • Checking the employee’s calendar in order to monitor the workload
  • Working with targets (SMART and secondary objectives) (Selfcoaching®)
  • Using assertiveness to combat inequality in the distribution of work
  • Mental car wash (Selfcoaching®)
  • Provide all the information from the outset (using meta communication)
  • Impact of the law of cycles, on management

Communication within and with the team

  • Using the correct communication channel
  • Fighting hyper-accessibility
  • Creating a charter for e-mail use within the team
  • Combating information addiction
  • The importance of focus
  • Positive thinking and positive strokes

Self-care within the team

 

  • Showing consideration for employees' private problems
  • Planning consultation moments with yourself: RAMM

2/ How to handle stressful situations in your team

Not only are the theory and insights important for managers, but also the practice, and the exercises. This is why we spend a lot of time and attention on new skills and attitudes and on practising them.

  • What are the alarm signals shown by your employees
  • Identifying the sources of stress for the employee
  • Actions taken or to be taken
  • Mapping all employees on the stress pyramid
  • Being open to employees expressing difficulties and being receptive to the stress signals
  • Active listening: avoiding the 12 obstacles of Thomas Gordon (1981)
  • Difference empathy-sympathy
  • The E. Kübler-Ross curve

3/ How to help others out of the negative spiral