The stress balance: how do we spot when pressure can help and when it hurts?
It’s Stress Awareness Week next week and at h2h we have been reflecting on the stress balance and how it affects almost every workplace. Stress is often presented as something entirely negative, but in reality, it is far more complex with some studies* finding that a little pressure over a short period of time can be beneficial. Deadlines can drive efficiency, challenging goals can stimulate innovation, and periods of increased demand can help individuals and teams achieve more than they thought possible. Many of us can think of a time when a demanding project or a new opportunity pushed us out of our comfort zone and led to personal or professional growth.
We do need to watch out though as there is a fine balance between healthy pressure and unhealthy stress. When periods of pressure are short-term, supported and followed by opportunities to recover, they can be energising. However, when high levels of stress become prolonged, the impact can be significant and affects individual wellbeing, team dynamics, and ultimately business outcomes.
When people operate in a constant state of pressure, they often become less creative, less resilient and less able to think strategically. Research consistently shows that excessive workplace stress contributes to reduced productivity, increased absence, higher staff turnover, poorer collaboration and impaired decision-making.
When pressure is challenging but healthy, leaders may observe behaviours such as:
- positive urgency and a sense of purpose
- effective prioritisation of work
- constructive collaboration with colleagues
- confidence in making decisions
- strong focus and concentration
- a sense of achievement when goals are met
These behaviours are often seen during busy periods, major projects or organisational change. The key is that they are temporary, and individuals are still able to recover, maintain perspective and sustain performance.
What are the signs stress is starting to tip over?
When stress becomes excessive or prolonged, different patterns begin to emerge:
- irritability, frustration or increased conflict
- declining concentration and increased mistakes
- difficulty prioritising or making decisions
- reduced creativity or problem-solving ability
- increased presenteeism or working excessive hours
- a visible decline in morale across the team
These warning signs are important indicators that intervention may be needed before stress develops into burnout or longer-term wellbeing concerns. The NHS Every Mind Matters programme offers practical guidance, insights and well-being tips for all, including work-related stress – Work-related stress – NHS
What can leaders do?
Realistically it is not possible or advisable to remove all challenge from the workplace. Instead, it is about creating conditions where people can reach their full potential without compromising their wellbeing.
Leaders can help by:
- setting clear priorities and helping people understand what can wait
- monitoring workloads and identifying unsustainable patterns early
- modelling healthy behaviours themselves – breaks, recovery time, healthy boundaries etc
- creating an environment where people feel able to speak openly about pressure
- recognising and celebrating progress, not just outcomes
- providing support and flexibility when individuals are struggling
Perhaps the most important reminder is that stress is not always visible particularly with high performers who can be particularly skilled at masking how they are feeling until the impact becomes significant. As leaders, the role is not to eliminate pressure but to create a balances workplace where challenge drives growth and innovation while ensuring people have the support, resources and recovery they need to remain healthy and effective.
*For reference: Happy workers are 13 time more productive by Oxford University Said Business School or Workplace stress and productivity by Kansas journal of medicine
Useful reading: Wellbeing at work by Ian Hesketh and Cary Cooper
