Managing stress in the workplace is often treated as an afterthought. By the time employers are aware that it’s a problem, workers are usually already grappling with heavy workloads, arbitrary deadlines, micromanagers and a multitude of other issues affecting their wellbeing.
One in nine (11%) adults in the UK feel stressed every single day and a third blame work for it. According to the Workplace Health Report by Champion Health, workloads, a lack of support, a lack of control and bosses are the main reasons why people feel stressed at work, alongside money worries and problems balancing work and childcare.
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Despite stress being a major concern, many employers address employee wellbeing only after problems arise, rather than taking proactive steps to prevent them. “Often, stress is only addressed when it reaches a crisis point: burnout, absenteeism, or a noticeable drop in performance. By that time, the emotional and financial costs are already high,” says Dr Lalitaa Suglani, a psychologist working with Office Freedom.
“There’s also a cultural narrative in many workplaces that equates stress with productivity or resilience, that stress is just part of the job,” adds Suglani. “This mindset can lead to an underestimation of how chronic, unmanaged stress silently accumulates and erodes both wellbeing and performance over time.”
So what can employers do to help prevent stress in the first place – rather than trying to manage it when it’s already a problem?
Create a psychologically safe environment
Preventing stress is about creating a psychologically safe environment where people feel supported, seen and valued, before they become overwhelmed, says Suglani.
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“Employers can do this by normalising open dialogue around workload and capacity and encouraging regular check-ins that go beyond task updates,” she says. “It’s also important to train managers in emotional intelligence and trauma-informed leadership. This allows them to better spot early warning signs of stress and offer appropriate support, rather than unintentionally exacerbating it.”
Promote autonomy and trust
In recent years, organisational psychologists have begun to explore how autonomy can make us happier, healthier and more productive. Studies show that people with more autonomy at work experience more determination and have a sense of ownership over their work. It’s also thought to foster resilience, confidence and job satisfaction – factors that can help to prevent stress.
Managers should be educated to spot the early warning signs of stress so they can offer support before a person becomes ill. ·SDI Productions via Getty Images
“Promoting autonomy and trust is key,” says Suglani. “When employees are trusted to work in ways that suit their rhythm – within reason – it supports both motivation and wellbeing. It’s also helpful to create pathways for internal feedback. Giving employees a voice in how work is structured or supported helps them feel empowered, and surfaces hidden stressors before they escalate.”
Recognise early signs of problematic stress
Managers should be educated to spot the early warning signs of stress so they can offer support before a person becomes ill, says Pamela Gellatly, a consultant at HCML, a rehabilitation case management, treatment and occupational healthcare firm. Stress can manifest in a number of ways, including headaches, muscle tension, digestive issues, irritability, anxiety and difficulty concentrating.
“Line managers should be mindful of not increasing work pressures if they are aware that an individual is having to cope with various pressures outside of work,” she says. “Employees should also be able to ask for help – not just when they are ill, but if they are struggling with say an issue with managing young children, or are not finding the time to be active due to work and home life.”
Set and model clear boundaries
The expectation to be always ‘on’ fuels chronic stress. However, telling people they’re welcome to take breaks during the day is futile if leaders don’t model the same behaviour. If managers are seen taking lunch breaks and respecting out-of-office hours, employees are more likely to do the same. It sends a clear message that working overtime isn’t expected of anyone.
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“Role modelling is critical,” says Abigail Ireland, founder of Understanding Performance, a leadership and training consultancy. “If leaders encourage and take breaks themselves, it gives everyone else permission to recharge effectively. If leaders work late, send out-of-hours emails and book meetings throughout lunch breaks, this is sending a strong message which will permeate down to the team.”
Make sure workloads are realistic
“Ensure workloads are realistic and aligned with team capacity. High-performing cultures can still be kind,” says Suglani. “Overloading high-capacity employees without reprieve eventually leads to burnout and losing your strongest people.”
Financially, prevention is far more cost-effective than recovery. Burnout leads to increased sick days, reduced productivity and a higher turnover, while proactively preventing stress supports retention, engagement and long-term performance.
“When we build systems that prioritise psychological safety and sustainable working conditions, we foster not just healthier teams but more ethical, human-centred leadership cultures,” says Suglani.
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