Chapter 14 of a revised volume on school leadership, this chapter offers many practical suggestions for managing time and reducing stress. The primary challenge is to unblock the route to effective time/stress management by recognizing unproductive values and attitudes (such as overreliance on the Protestant work ethic or the appearance of excessive busyness) and replacing them with productive ones through self-knowledge and job control. Leaders with an overall purpose in mind more easily clarify their role and its functions, objectives, and areas of responsibility. "Classical" time-management strategies include goal-setting and prioritizing, using a daily time-log, and reducing time-wasters (visitors, telephone calls, paperwork, procrastination, and the inability to say "no" or to schedule or delegate). Since time and stress management are corrrelated, each requires the same approach: a shift in attitude and awareness level, self-analysis and identification of stressors in the daily stress log, and practical management techniques. The Social Readjustment Rating Scale can help orient administrators to common stressors and their relative magnitudes. Practical suggestions are provided for managing controllable and uncontrollable stressors and for handling organizational stress affecting employees. Increased teacher support, collegial sharing networks, and employee wellness programs can work wonders. (MLH)