Building Rapport and Having Conversations about Stress

  • Jane Cranwell-Ward
  • Alyssa Abbey


As discussed in Chapter 17, managers should be open to the idea that stress can have grave negative effects on health and performance, and be willing to discuss it with team members. Otherwise, employees are more likely to hide the fact that they feel out of control or unable to cope. Managers should never think that stress audits, risk assessments, or any stress management interventions are a substitute for direct and meaningful conversations about demands, control, support, relationships, role and change — the six major factors in stress management identified by the Health and Safety Executive (HSE) in its Management Standards for Tackling Work-related Stress (2004). This chapter will set out clear guidelines for managers about:
  • How to build rapport

  • Creating an environment where stress can be discussed openly

  • Important factors to consider when having conversations about stress

  • Key positive messages to convey (and what not to convey) when discussing stress or stress-related illness (SRI).


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Copyright information

© Jane Cranwell-Ward and Alyssa Abbey 2005

Authors and Affiliations

  • Jane Cranwell-Ward
  • Alyssa Abbey

There are no affiliations available

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