I’m gonna deliver a harsh star-rating because, while I actually listened to the whole thing, I found the ratio of meaning to semantic content to be quite low. I would have liked a more thorough elaboration of the concept of “microstress” (as opposed to, say, plain ol’ stress), perhaps with examples, and perhaps with a chapter on how microstress (as opposed to plain ol’ stress) affects one’s physiology.
When they used “family relocation to a faraway city” as an example of “microstress,” I felt they had totally jumped the shark, as it were. Surely, if anything is an example of plain ol’ stress, that would be one.
So really, the only reason to coin the term “microstress” is to provide an excuse for a book title. Then to prattle on with entirely genre-typical business-speak, drawing upon their experience with interviewing a slew of identified corporate “high performers.” These people are forever experiencing stress while defending “their teams,” or trying to find ways to help “their teams” be effective and find true happiness.
It's not like the situations they describe are not real: I recognize many of the “microstress” situations, from one or the other side of the manager / managed divide. The subtle political stress of non-support for initiatives. The stress of doing your subordinate’s work because they are not doing it the way you imagined. The unfairness of a boss who desires a “mini-me” and has no reflective capacity to appreciate that there might be other ways. Feeling trapped by past personal decisions and the current expectations and needs of others. Voila.
But, as usual for such books, the solutions are pegged to an unrealistic milieu where you can, say, schedule a meeting with your unreasonable boss and rationally agree on a small number of top priorities. Voila! Reduction of microstress. Or plain ol’ stress. Thanks, burbly business book!