I have had several conversations in the past couple of months about workload pressures. It seems that a significant proportion of people feel overloaded. Of course a high workload is not necessarily a problem. It can be stimulating, motivating and rewarding. You can go home feeling tired but happy and satisfied. However, when it gets to the point that the workload is too high, then the result is different. You are more likley to go home feeling tired, worn out, perhaps anxious about how you are going to cope and not at all satisfied or contented. This can be the begining of health-affecting stress and possibly the beginning too of a slippery slope that can lead to a vicious circle of stress and distress.

So, when we find ourselves in a situation of work overload - that is, when we have crossed that line between a high but manageable workload to one that is too high and therefore unmanageable, we need to be very careful. Rather than allow ourselves to get deeper and deeper into difficulties, we need to ask ourselves two key (sets of) questions:

1. What steps can I take to change the situation? What problem-solving strategies are available to me? Beware of a defeatism here (a common reaction when we are under stress) that tells us there are no solutions before we have really explored all the options.

2. What support is available to me to get me through this difficult patch? What formal systems of support can I draw on through my workplace? What informal support can I obtain from colleagues, friends, relatives and so on? Make sure you do not make the mistake of assuming that asking for help is a sign of weakness - it is not: it a sign of strength and wisdom.

Persisting with trying to do the impossible, to do more than is realistic with the time, energy and resources available is likley to prove to be not only an ineffective way forward, but also potentially a very dangerous one.

For more information about stress see www.humansolutions.org.uk

I have made the point before (for example, in my Understandnig Social Work book) that social work involves, to a certain extent, doing society's dirty work - dealing with things that so many people would like to sweep under the carpet: abuse, poverty, discrimination and oppression, trauma and so on. This then puts us in quite a weak position when it comes to being appreciated and valued for the contribution we make. And yet, ironically, research about satisfaction levels from users of social work services are generally very positive and encouraging. So, it is good to know that there is at least some valuing of social work going on, especially as this appreciation comes from the people who matter most - our clientele.

But there are three other groups of people where social work can be valued too:

1. Other professionals Perhaps ther are some lessons we can learn about how to do a better job of convincing other professionals of the value of what we do and what we have to offer - 'setting out our stall' as I call it in Practising Social Work.

2. Managers My experience over the years has convinced me that the managers who show appreciation of their staff's efforts are precisely the managers who are more likley to earn the respect, trust and support of their staff. A little appreciation goes a long way.

3. Ourselves Of course, it is great to know that our efforts are valued and appreciated and it can be frustrating when they are not, but I believe one of the major challenges of social work is to be able to do our best in difficult circumstances, to make the best of a situation ratehr than just moan about it being far from ideal. So, while we are making efforts to convince others of the value of what we do, we should hold on to the idea that what we do is important and valuable, even though its value will not always be appreciated as widely as it should be.