It is important for managers to learn the signs of stress, distinguish between stress and pressure, and practice stress management in the workplace.

Stress can’t be eliminated entirely, and a healthy amount of stress leads to productivity and creativity. According to what is known as “The Yerkes-Dodson law,” performance increases with physiological or mental arousal, including stress. But this only happens up to a point.

When stress levels become too high, overall performance decreases, affecting the company’s culture. To ensure you have happy, healthy, and engaged employees, prioritising stress management in the workplace is a must.

Why is stress management important in the workplace? 

On the surface, employees experiencing high levels of work-related stress may sometimes appear successful and composed — excelling in both their work and personal life. However, the reality is that the way a person feels on the inside may be very different from the outward impression they are presenting.

The main characteristics of work-related stress include worrying, difficulty making decisions, forgetfulness and fatigue— all of which can negatively impact a person’s life. For some, this can be debilitating, and simple tasks or events can be perceived as much more significant, causing a drop in performance, problems sleeping, depression or a rise in anxiety. 

Stress from work can quickly spill over into an employee’s private life and affect relationships. This can lead to performance problems where an employee may ‘quietly quit’, or ‘presenteeism’: the lost productivity that occurs when employees are not fully functioning in the workplace because of a mental illness. 

Are there positives of work-related stress?

It is also true that people who are feeling stressed may have characteristics that use these feelings to their advantage, including being high achieving, organised and driven. The difference relies on understanding how managers are supporting and prioritising stress management and ensuring these employees are not verging on burnout. 

Practical steps to support a stressed employee? 

Here are a few stress management techniques that managers and employers can use.

A problem shared is a problem halved

It is not always obvious when a person is stressed, so colleagues and team leaders may miss the subtle signs or misread the symptoms as something else. Allowing them to speak openly, without fear of being judged, can help massively and increase feelings of acceptance.

This also opens the door for conversations surrounding mental health and could even allow managers to open up about their own experiences of being stressed and share strategies for managing it. 

Recognise the symptoms 

A good way of coping with heightened stress levels is to be fully aware of the triggers and symptoms. Understanding these reactions is the first step to overcoming them. Feelings of stress and overthinking tend to interfere with day-to-day life, making regular activities challenging to control. Recognising the instances where stress levels are heightened so you can start working through them or finding ways to mitigate them together is important. Take small, meaningful steps to problem-solve what you can.

Work stress management training 

Having people within the workforce that are trained in stress management, such as leaders or mental health champions, is a good starting point. Equip managers with the skills they need to understand the symptoms of stress and to help team members, as well as know how to implement effective stress management and workplace mental health strategies. 

Law of attraction 

Engaging with stress symptoms can be a tough habit to break, and the more energy you give it, the harder it can be to break the habit. Through stress management techniques, employees can start changing how they think and perceive these stressful thoughts, reducing the control the thoughts have on them. Encourage stressed employees to not focus on worries that are not productive. We often think we’re problem-solving when all we are doing is tormenting ourselves with “what if” worst-case scenarios. Instead, focus on things we can change constructively and find ways to optimise these processes for others. 

Take small steps

Someone who might have had some time off due to work related stress won’t necessarily feel less stressed when returning to the office. Employees should be encouraged to lay out realistic milestones or goals for the future, no matter the size, and work towards those. Employees can find support from colleagues and managers who may feel the same, and together, they can shift towards a calmer, less stressed life.