There are a lot of reasons for stress in the workplace, and each individual has unique triggers. In general, workplace stress is the result of tiredness and competing demands, whether at work, at home, or both. We all lead busy lives that seldom make it easy for us to take time off from anything.

Most people feel the greatest amount of stress when they're working hard or long hours and feeling that they're not getting anything in return for their efforts and sacrifices. For some people this is money, though more often it is recognition that is lacking. Money loses much of its charm after a while, but praise for work well done lives in memory for a long, long time.

Stress is really about balance. A certain level of stress is necessary in life, of course — without it, we don't feel motivated or interested. But when there is too much of it, we don't feel motivated or interested, either. If life is all work, fasten your seatbelt — a crash is inevitable. So what can managers do? In the first place, recognize the symptoms of your own stress, such as these:

• Anxiety and worrying about things you can't change

• Inability to sleep or lack of adequate sleep

• Fatigue and feelings of exhaustion

• Flying off the handle

• Depression and lack of interest in normally pleasant activities

• Feeling sorry for yourself

• Engaging in passive-aggressive behavior

Even if you don't see these indicators when you look in the mirror or listen to yourself when you're talking with employees, the people in your work group have learned to read your moods. They might not know what to do with their interpretations, but your employees become less effective because you are less effective.

Avoidance might be a good diversionary tactic, but it doesn't work over the long haul. An environment based on avoidance becomes confusing and frustrating for everyone. Eventually employees lose track of whether this is a stress day or the storm has blown over, and they're not sure how to behave. As the manager, you've already established the “stress protocol” for your department and your employees. Others do what you do. If it's not the one you want everyone to follow, change it. Managers need to set examples, and being open — even about stress — is one of them. Here are a few ideas:

• If you're feeling stressed, go into your office, close the door, and take a few slow, deep breaths. If you meditate or do yoga, take ten minutes to indulge in these great stress relievers.

• Tell your employees that you're feeling stressed, and offer a brief explanation. “I didn't get enough sleep last night, and I have to get this report finished by noon.” This often makes you and your employees feel better.

• Try not to say things you'll regret or have to apologize for later. The “count to ten” rule comes in handy in times of stress. Ten seconds is not too long to pause before responding to a question or a comment, and the extra time to think can save all involved considerable embarrassment and frustration.

• Remind yourself that this is a temporary situation, and it too will pass.

• If a few days off would help, take them. Your department and the company will survive without you.

You also need to watch your lifestyle and encourage your employees to do the same. If your workload is overwhelming, what will make the situation better? Are you taking too much on? Not delegating? What should you do? What can you do? Stress starts with you, so set a positive example. (You're already setting an example of some sort; now's your opportunity to shape it into the one you want to set.) What do you need to do when you are stressed out? Do you need a vacation or a long rest? Is so, take the time and do it. And encourage your employees to do the same.