Download BrochureStress comes in many forms, sometimes positive and useful for peak performance, and sometimes counterproductive when built up over a period of time.

Stress shows up as higher absenteeism, higher Workcover claims, poor performance, bullying behaviour, harassment, and a negative, toxic culture. Whilst most companies have preventative safety programs, they fail to provide managers with an understanding of what happens to a person when affected by a critical incident or cumulative stress at home or at work and what to do about it.

In this suite we offer three distinctly different, yet complimentary programs.

Dealing With Stress Training and Development Programs Include:


>>The Daily Grind – A Managers Role In Reducing Stress

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Understand the different types of stress and the physical, emotional and cognitive effects on a person. Discover what successful (and non successful) coping mechanisms can be applied (for yourself and those you lead) and what to do about reactive and cumulative stress at an individual, team and organisational level so it does not negatively impact the person and therefore the organisation.

Programs include:

>>A Manager’s Role In Reducing Stress

Stress is needed to function. This program differentiates positive or ‘performance’ stress (Eustress) and negative stress (Distress) that can build into unhealthy workplace outcomes such as poor performance, absenteeism, resignations, stress claims, changes in behaviour, bullying and harassment issues. By providing an opportunity to identify stressors in the workplace, understand what happens in the body/mind under stress and identify ways to reduce stress, this program is an excellent vehicle for providing a toolkit to mitigate the negative effects of stress in the workplace.

Suitable for those leaders wishing to identify triggers for stress in their team and build strategies to mitigate the risk of overwhelm, this program focuses on early conversations that can support team members to get themselves back to peak performance by managing their own stress. This includes personal habits and work-based activities to help release both daily and cumulative stress before it becomes unhealthy.

Participants will leave the program with the ability to:

  • Define types of stress and contrast these with crisis, trauma and anxiety
  • Recognise the difference between reactive or day-to-day stress that can be easily released and stress that can build up over time to become more significant
  • Understand the physiological, cognitive and emotional reactions to stress
  • Develop coping mechanisms that work for you and that you can recommend to others
  • Understand a manager’s role in dealing with a root cause that may trigger reactions
  • Know how to build a trusting environment where ‘speaking up’ can help individuals prevent workplace pressure building to an unmanageable level
  • Use a simple-to-understand conversation process that helps an individual return to normal functioning naturally

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>>Preventing Change Fatigue

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Whether change is perceived as positive or negative, energy is always expended in dealing with it. So when faced with change on a regular basis, people are often left feeling drained, overwhelmed, even exhausted. In planning change initiatives, it is important to consider the time it takes for people to transition, to learn new skills and to move through the emotional journey associated with change.

This program is designed to help individuals consider the hazards of change fatigue and to mitigate the risks of this escalating into stress and ultimately performance issues, absenteeism and mental injury claims. By careful planning prior to the change initiative, understanding of the effects of change, discussion of coping mechanisms and the development of a conversation structure that seeks out support from colleagues and managers, this is a well-rounded and highly practical program for those wanting to be highly effective in managing change.

This program can be pitched for managers and for any individual that finds themselves faced with significant or frequent change.

At the end of this course participants will be able to:

  • Identify the symptoms of change fatigue
  • Plan for the impacts of change so that sufficient time is allowed for learning, adjustment and transition
  • Develop personal coping mechanisms that reduce the negative impacts of change
  • Have conversations that alert managers and colleagues to the current situation and provide opportunities to seek support before change fatigue becomes an issue
  • Educate others on the process of change and how to reduce change fatigue

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>>Outside What’s Normal

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We work with many industries with high risk environments, where fatalities and long term injuries may occur. We know if you don’t deal with the physical and emotional issues that result from incidents, your organisation can develop serious systemic cultural issues which impact individuals and the bottom line. In this program discover what individuals, managers and organisations can do after a critical incident in the workplace (or at home). Also called “Emotional First Aid”, discover what physically occurs in your body after a critical incident and equip managers with the tools and understanding of what to do when a team member is affected.

Programs include:

Outside What’s Normal – Managing Extreme Stress Reactions

There is no expectation that managers need to counsel employees when it comes to acute stress reactions. They are not trained for this, nor is it their role. It is however, their role to meet the organisational KPIs by ensuring that their people are able to perform in a productive and effective way. To do this, managers need to be able to deal with, at least in the first instance, strong reactions to events that impact the ability of individuals or teams to achieve those KPIs. These events, or ‘critical incidents’, may be significant for only one individual or for a number of members of the team, so early intervention can help prevent a more widespread effect and help to return the group to a normal functioning state.

This program provides managers with a structure that describes a clear boundary between the support they can provide and when they need to refer on to a professional.


  • At the end of this program participants will be able to:
  • Recognise that people will have different reactions (some extreme) when faced with unexpected events and be able to maintain empathy in the face of these reactions
  • Articulate clearly their role in managing ‘normal reactions to abnormal events’
  • Identify acute reactions to stress (in self and others), be able to stabilise the individual, deal with immediate needs and to educate them on the symptoms of acute stress
  • Have supportive conversations (using a robust conversational structure) with clarity in knowing what to say and do and what not to say and do
  • Use a conversation structure that does not stray into counselling or peer support yet is supportive and encourages the other party to take further action as needed
  • Identify when to refer on to professionals for support
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>>Emotional First Aid – Conversations With Colleagues That Really Count

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When someone cuts their finger making dinner or grazes their knee, it is rare they need much more than a band-aid. In the same way, when a colleague is emotional in the workplace, it may only require some words of comfort or a ‘sympathetic ear’ – the equivalent of an emotional band-aid.

This course, which is not specific to those managing others, offers any individual a framework for supportive conversations that do not stray into counselling or therapy.
Whether related to a specific incident or just a result of cumulative stress, this program seeks to build confidence in having ‘personal’ conversations in a professional environment.

At the end of this program, participants will be able to:

  • Recognise when a colleague is distressed or behaving contrary to their normal state
  • Open the conversation in a way that encourages dialogue
  • Ask questions and listen rather than ‘tell’ or problem-solve
  • Provide basic support that promotes natural recovery
  • Offer simple suggestions for ‘immediate’ stress management (walk, cup of tea, quiet or confidential space, etc.)
  • Address immediate needs, reduce initial distress, promote coping and encourage adjustment (particularly in a situation that requires change)
  • Identify if the situation is more significant and requires referral through to medical or professional help
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>> Leading Others Through Change

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The process of change can be highly disruptive in the workplace, particularly when badly managed. Those implementing change are required to maintain high levels of energy and certainty even when they may be feeling uncertain and anxious themselves. Knowing the predictable reactions to change and how to prepare for them can significantly reduce both the distraction and the negative impacts of change and improve the engagement and uptake of all those affected.

At the end of this course participants will be able to:

      • Understand human reactions to change
      • Develop consistent messages that minimise the risk of misunderstanding and resistance
      • Help support those who are fearful, confused or in denial of the need to change
      • Follow a simple process to anticipate and prepare activities and strategies to maintain energy throughout the transition
      • Implement measures and reporting that demonstrate the value of the change and motivate individuals toward future innovation and continuous improvement
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>>Peer Support Programs To Successfully Manage Stress

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Successfully managing stress in the workplace is a three tiered approach. Organisational and managerial alignment is critical, yet establishing a successful peer support program is fundamental in managing this element of wellbeing. Learn what is involved in establishing a succuessful ‘peer support’ program to manage all types of stress in the workplace and then, should your organisation wish to implement a structured and formal peer support program – we can partner with you to provide specialist consulting and support.

Who would benefit from these programs?

  • Current supervisors, leaders and managers
  • Individuals who experiences workplace stress
  • Concerned colleagues
  • HR, Safety and Wellbeing professionals
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