I have a modest cabin in Maine on a small island off the coast of Acadia National Park. I don't go there as often as I would like, but, come hell or high water, I spend at least two weeks every August in my cozy abode by the sea.

It's where I "charge my batteries." There's no TV. I give up my daily Wall Street Journal and don't even listen to the news on the radio. By the time I leave, I've caught up on my reading, have eaten my fair share of lobster and blueberries, hiked my beloved seaside trails and am generally a very happy woman.

When I returned home to Massachusetts last week and "plugged back in," I was out-of-the-loop on the Steven Slater jokes populating my email inbox. I promptly Googled the man and understood what I had missed!

On the off chance that you've been in Maine longer than I was, Slater is the Jet Blue flight attendant who, on August 8, on a flight from Pittsburgh to New York, was apparently bonked in the head by overhead luggage removed from the bin by a disgruntled (read: rude) passenger.

There are many sides to the story, but Slater created a media sensation as a stressed-out employee: He grabbed the PA system, shouted some expletives to the passengers and yelled, "I've had it!" Slater quickly activated the emergency exit, grabbed two beers from the cabin and slid down the inflatable chute. Now, there's one way to leave your job! (See a short animated version.)

It all seemed very funny at first, but it took me less than a minute to get to the dark side and true lesson to be learned from Slater's story.


The High Cost of Stress

Employees are people who must manage their stress, even when times are good. When times are bad, everyday life situations can cause stress levels to skyrocket out of control (in Slater's case, his mother is dying).

Many psychologists who have been interviewed since the Slater incident believe there is an over-abundance of overworked employees who are experiencing unprecedented levels of stress.

As a manager, you should be aware that stress is manifested in two ways:

• There is an obvious physical toll displayed by low energy levels (read: tired) and changed physical appearance (read: weight gain or loss);

• There is a more insidious psychological and mental toll that generally does not manifest itself until an employee "snaps," as in Slater's case.

• Communicate with your people more often. Meet more frequently to be sure that the lines of communication are in perfect working order. Be responsive when you see signs that the increased workload is causing additional stress. You may not be able to alleviate that stress level at this time, but their knowledge that you are aware and involved can make a huge difference in their attitude and performance.

• Give your employees Mental Health Time as a part of their benefits package. We recruited for a technology firm with a clearly stated mental health policy: To avoid "burn out" every employee receives one day off per quarter. No more forcing employees to lie about a dentist appointment when they actually just need a little "space." What a refreshing idea…

• Check your staffing levels. Maybe you really should be thinking about adding to your headcount at this point. People can do more than one job for only a certain amount of time before the burnout comes. While you may not be able to return to original staffing levels, consider heading in that direction.

Don't let the title put you off. The Secret Life of Lobsters: How Fishermen and Scientists Are Unraveling the Mysteries of Our Favorite Crustacean, by Trevor Corson, is an engaging read.

He skillfully brings together the often conflicting worlds of Maine commercial lobstermen and the marine scientists who are charged with keeping fish stocks in balance. In the end, both come out looking better than I thought they would. Along the way, Corson gives fun factoids about the lobster's unusual anatomy, eating habits and sex life. (All three of which are closely related!)