Managers will find it easier to understand employee stress by thinking about food. The cost of energy is linked to the cost of food in several ways. It requires energy to raise food: fuel for tractors, fuel for making fertilizer and fuel for transporting food. When energy costs go up food costs go up. The price of foods made with corn is rising because the market for corn in ethanol gasoline is creating increased demand. Bad weather in the United States and increased need for grain in China are also driving market prices higher for food and grains.

The people who work for you might not be overly interested to know all the reasons why their gasoline, electricity, heating oil, natural gas and food cost more with each passing day. Along with healthcare costs, mortgage rates and college tuition what they really want to know about is how to pay for what they need. They need food every day. When prices rise stress also rises, rapidly.

Gardens can be part of the answer. During the days of World War II when food became scarce and the money to pay for it became even more scare, there were Victory Gardens. Such gardens accomplish three very important results in the management of stress now, just as they did then.

First, gardens provide an outlet for physical release of stress. Physical work is a good way to release pent up stress. Working with plants and getting immersed in the quiet earth has a soothing effect, a centering and calming.

Second, raising food drives home to people that there is something they can do about the problem. This lessens the sense of helplessness that is always the worst aspect of stress.

Third, gardens help the actual problem by reducing food costs and providing healthy food. In dollars and cents they might help only a small amount. For those who raise more food and who can or freeze some of what they raise the relief is greater. Sometimes producing food in the garden complements what food can be obtained by fishing, hunting and gathering of berries and nuts. Does this sound primitive? Perhaps the better word is "fundamental". That is how much of our nation sustained itself in the days before commercial production of food, canned goods, cereal and processed meat.

There are any number of ways that companies can support gardening for food. As a manager you simply need to provide the leadership: ask your people who is interested and what would be helpful. Match this information up with what fits best the peculiar company needs and policies. Start with the conviction that there is always something that any company could do, but that reflection and planning are what make for success. Here are a few possibilities.

Dedicate company land for a garden.
Instead of company land, get the company involved in a community garden.
Buy in quantity: seeds, seedlings and fertilizer could be jointly purchased.
Free up one employee to purchase for everybody, cutting down on the use of gas and time.
Rethink company awards and events: use the money instead for gardens or the food bank.
Save coffee grounds for composting to be used in gardens.
Encourage employees with their own gardens to share any excess.

Not in the MBA list of best practices? "Fussing around" with gardens and food is not likely something recommended in business school. But look again: providing leadership and support for the work force is a vital management role. It doesn't require all that much time or energy and it doesn't cost anything. The message to stressed- out employees, however, is that they matter. Anything that helps people pull together while addressing real life problems is a good thing for them and for the business. Your loyalty to your people will be matched by their loyalty to the business.

Certainly the issue of productivity is central to the bottom line. Promoting productivity is an important responsibility of the manager. Pressuring workers, however, is not the best way to achieve productivity. It is not good for the workers and in the long run it will lead to high turnover. You will lose your best people and end up forever training new workers while losing those with the most experience and best judgment. By contrast, supporting the work force, whether large or small, increases the chances of keeping your people.

A little imagination and creativity go a long way!