Stress is increasingly becoming a barrier to workforce wellbeing – particularly among younger employees – with data pointing to a growing disconnect: 30% of employees say stress and anxiety stop them engaging in healthy activities.
To reflect Stress Awareness Month in April, Dr Amy Pressland, Head of Talent and Performance at Benenden Health comments below that many employees are now experiencing early-stage chronic stress that often goes unrecognised by both individuals and employers – impacting everything from productivity to long-term health.
It’s a fact that stress rarely arrives overnight — it usually builds quietly, and some key tell-tale signs include:
- Small shifts in behaviour – colleagues becoming more irritable, withdrawing in meetings or seeming less upbeat can be early signs that someone’s under strain.
- Disrupted sleep or physical tension – mentioning headaches, stomach issues or constant fatigue.
- Difficulty concentrating – stress can cloud our thinking, leading to decision fatigue or making minor mistakes that feel out of character.
These subtle clues matter because early recognition gives people a chance to reset before stress becomes harder to manage. And managers simply asking ‘how are you feeling at the moment? Can open the door to employees reflecting on their health and revealing any challenges.
Early symptoms of stress people often ignore and the risks
We have normalised stress in society and even applauded people working long hours. Many people tolerate stress for far too long because it feels normal, and we do things like:
- We minimise symptoms – employees often assume tiredness or tension is “just part of the job,” so they push through rather than pause and take a break.
- Stigma and silence – people may fear being judged by line managers or worry about adding pressure to colleagues, so they keep concerns to themselves.
- Risks of waiting it out – prolonged stress affects both health and performance, from poor sleep and anxiety to longer-term wellbeing issues.
Normalising early conversations can prevent these issues from escalating.
How managers can better identify signs of stress within their teams and support staff effectively
A supportive manager doesn’t need all the answers. But they do need awareness, empathy and curiosity. Line managers should:
- Look for changes in someone’s ‘usual’ self – small behavioural shifts often reveal more than big, dramatic outbursts.
- Use regular, face to face check-ins – creating space for open conversation helps colleagues share what might be sitting beneath the surface. ‘Feeling heard’ alone can significantly ease anxiety.
- Act early and practically – small adjustments, clearer priorities or temporary flexibility can make a meaningful difference.
Managers who lead with care build trust, and that trust protects wellbeing as well as improving team culture and performance.
The ‘Sunday Scaries’ and the strategies help people manage anxiety about returning to work
The ‘Sunday Scaries’ are more common than people think, and completely normal.
- What is it? It’s that rising sense of dread before Monday, normally on a Sunday evening – often triggered by workload worries or an overactive mind.
- Grounding or breathing techniques can help – slowing the breath calms the body and can interrupt anxious thoughts.
- Create a reassuring and relaxing Sunday routine – plan for the week, maybe do some meal planning to make the first few days easier, set boundaries around screen time, and Sunday evening with something genuinely restorative to ensure good sleep hygiene.
With the right tools, Mondays become less daunting, and sometimes even energising.
The most effective ways to prevent and tackle burnout in the workplace
Burnout prevention is cultural not just individual. It links to a wider organisational approach to the balance between work and play, productivity, performance and wellbeing. What can employees and line managers do to tackle burnout?
- Build recovery into the rhythm of work – encourage breaks, manageable workloads and clear boundaries between work and rest.
- Normalise wellbeing conversations – when people feel psychologically safe to speak openly, they seek help sooner and feel more supported.
- Equip managers with practical skills – compassionate, well-trained managers can spot early warning signs and step in with solutions that genuinely help.
Burnout can be preventable when organisations make wellbeing a shared responsibility, starting with the top of the hierarchy.
