THE Be-BEST STRESS MANAGEMENT PROGRAMME

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Available in various formats (see below right) - a course for 6-16 people.
Download printable Microsoft Word information Sheet

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Course aims

•  Although this course is about ‘work stress’, it is an unashamedly positive approach to it.
   It aims to show that by being positive in specific, targeted areas, You can displace
   ‘stress’ with enthusiasm and energy.

•  To give you a clear understanding of how what you do influences the way you feel. You
   think you have no control over what you have to do at work? Not so; we’ll show you why.

•  To show you how your own biology affects you while you are at work. More to the point,
   amidst all the conflicting advice, what is the expert opinion on what you should and
   shouldn’t do?

•  To show you how to create an environment at work that supports you rather than
   pressures you. You think you have no control over your environment? Not so; we’ll
   show you.

• To highlight the importance of working with others in an enthusiastic environment. “One
   of the main reasons to go to work is to have rewarding social contact with others.”

•  To show how it is that one person can see a particular task as a pressure, whilst another
   sees exactly the same task as an invigorating challenge. How does this work? How can
   you do the latter and not the former? It’s not as difficult as you may think.

•  To show how to short-cut to good decisions, even in the face of information overload.

•  To show how to increase your resilience, and develop your capacity for enjoying work
   and life.

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The course covers a great deal

•  If you Google “Work Stress” you get 667,000 results, at the last count. Wouldn’t it be great to
   reduce that down to five key factors?! We do that for you.

•  Am I stressed, or is this how I’m meant to be? How to measure your own stress and
   well-being, quickly, easily and accurately. How to tell whether you need to do something
   about it.

•  ‘Life-balance’ has now become a cliché, but it is an importance concept. But balancing
   what with what? And why?

•  How come some people seem to be full of energy and enthusiasm, even when the
   pressure is on – and particularly when the pressure’s on? Are you like that – would you
   like to be?

•  Why has ‘home-working’ not taken off in the way everyone was told it would a decade or
   two ago? All the technology is there, so why hasn’t it happened? The answer is important,
   and has implications for you.

•  Most people, when asked how they are doing, reply that they are “just about keeping my
   head above water”. How would you like to develop so you are doing more than that:
   swimming strongly with a clear view of where you’re going?

•  Building trusting relationships builds our resistance to pressure. How do you do this
   when there is work to be done? And especially if there is genuinely a competitive edge
   at work.

•  Is it possible to separate domestic and intimate stresses from work stress? No, of course
   not, but what implications does this have?

• Compartmentalising: is ‘switching off’ a good idea? It can be. We describe when you can
   switch off and when you can’t: getting it the right way round is the key to success.

•  How can you tell which things you do at work have a good effect on you and which things
   have a bad effect? Equally, which situations suit you and which don’t? And what can you
   do once you know the answers?

•  It is estimated that work related stress costs UK Ltd £79,000,000,000 per annum in
   absenteeism and impaired performance. How would you deal with the following 2
   examples:

1. John is very driven, very keen to succeed. He works much harder than most of his colleagues but seems to achieve no more than they do, if as much. His work pattern has been described as “running around like a headless chicken”. He himself realises that he is “not achieving what he deserves” and is stressed out by it. What advice would you give?

2. Peter is the head of department in a large, independent and ‘focused’ hospital. It is run as a ‘tight ship’ and he is constantly competing with rival heads of departments for resources, both in finance and facilities. Some of the rivalries have developed an edge of personal animosity. Within his department he has no ‘friends’ and says that he doesn’t expect any – “that is the lot of the head of department” he says. He is “fed up” with the job and is “thinking of moving on”. This would be a significant loss for the organisation because he is good at managing his department and undertakes a significant amount of clinical work himself. What do you think he should do?

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This course is available in three formats:

A 90 minute briefing, for managers who simply want an overview.

Six modules (each of 75 minutes) to immunise people against work-stress and maximise well-being.

Six modules (each of 3 hours including a break half way through) for people who want actively to tackle existing work stress.

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Who should attend:

The Be-BEST® Programme is a thoroughly upbeat and vibrant input. Even so, it is run by fully fledged consultant psychologists well able to advise if individual professional input is necessary and, if so, what form it should take.

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Download printable Microsoft Word information Sheet

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