Booklet No. 12 – Managing stress

Booklet No. 12 – Managing stress

How can I manage my stress and that of my team?


  • Format: PDF
  • Number of pages: 74

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There are two main parts to this booklet on stress:

  • the first part is entirely devoted to you, as a manager, who is sometimes overwhelmed by the ups and downs you experience in the company.
  • Once this part has been covered, you can turn your attention to the stress in your team.

Stress is not inevitable! Your change on stress is a first big step towards potentially changing the stress experienced by your team. However, we’d like to round off this second part with some ideas that you may not be aware of, as the theories on the subject are as recent as they are powerful.


  • Stress in all its forms
      • Definition
      • Understanding the mechanisms of stress
      • From warning signal to exhaustion: a mechanism deciphered by scientists
    • The effects of stress and symptoms
    • Sources of stress
    • The physical causes of stress
    • The psychological causes of stress
      • Robert Karasek’s job strain model
      • Siegrist’s effort-reward model or ERI (Effort Reward Imbalance)
    • Emerging concepts and psychosocial causes of stress
      • Organisational justice
      • Quality of leadership
      • Violence in the workplace
    • Managing stress well
      • We are bio-psycho-social beings
        • When emotions and the brain play tricks on us…
        • The influence of perceptions on events
        • Assessing the situation
        • Coping strategies
      • Analysis of thoughts
      • Working with the body
        • Practising relaxation
        • Sleep
        • Sport
      • Avoidance strategies
      • Solutions for time-related/organisational stress
    • Summary of personal stress management solutions
      • Some additional pragmatic tips
    • Protecting others from stress
      • Managerial agility as a resource in the face of stress
        • Detecting stress in your team
        • Taking account of employees’ resources and limitations
      • The quality of the diagnosis when all employees are under high levels of stress
      • Respecting recovery periods
      • The manager’s role in organisational justice
      • Distributive justice or fair distribution of resources
      • Relational justice between employees
        • Evaluation biases that affect relational fairness
        • Distribution of information
      • Analysis of practices and co-development
      • Conclusion – managing RPS, absenteeism and turnover