The stressors for forensic managers are in two major categories. One category consists of stressors inherent in the nature of and demands on forensic sciences. These stressors include zero tolerance for mistakes; the volume of submissions for analysis; and conflicts with investigators and prosecutors, who depend on the work of forensic scientists in making decisions and developing strategies for their work. The other category of stressors pertains to job-related situations, i.e., changing managerial responsibilities, lack of managerial preparation, and the failure of higher level management to understand complex laboratory issues. Within these two broad categories of stressors, each forensic science manager must identify the particular stressors in his/her work environment that are causing the most stress for him/her. Some suggested approaches for addressing management stressors are to recognize the impact of new management responsibilities on recently promoted scientific employees and prepare for new responsibilities before assuming them. The latter training should focus on management skills, interpersonal communications, time management, and stress recognition and reduction for managers and their employees. Preparation for new management responsibilities should also involve becoming familiar with technical issues in the laboratory's work and with issues regarding personnel needs and performance. In addition to identifying stressors and how to prepare for reducing them, forensic science managers should have a personal program for reducing the effects of stress that is inevitable. Stress management should focus on proper diet, cardiovascular fitness, the cultivation of outside hobbies and interests, and the use of relaxation techniques. 14 references