For employers, managing stress in the workplace is not just about reacting to problems as they arise, it’s about creating a preventative, supportive environment where risks are recognised and addressed early. A proactive approach involves building a framework that identifies and manages the causes of stress, starting with a clear stress risk assessment. By taking the time to understand where pressure points exist, organisations can tackle them before they escalate, protecting both individuals and the wider team.
How people are treated day-to-day plays a huge role in their mental wellbeing. Good line management is at the heart of this – managers who communicate well, show empathy and build trust create an environment where people feel psychologically safe. When staff trust their managers, they’re more likely to speak about problems and seek support when they need it. Conversely, poor management can increase stress, whether that’s through inconsistent feedback, unrealistic demands, or lack of clarity about roles and expectations.
Senior leaders also have a part to play. By modelling healthy behaviours themselves such as working reasonable hours, taking breaks and switching off outside work, they send a powerful message that wellbeing is valued. This approach needs to filter down through the organisation, specifically with managers trained and equipped to support their teams. Regular informal conversations as well as structured meetings can help build openness and prevent small issues turning into bigger problems.
Managing stress effectively also means recognising that everyone is different. One person may thrive under tight deadlines, while another finds the same pressure overwhelming. Managers need to be adaptable, taking the time to understand what works for each individual and adjusting their approach accordingly. Treating people as individuals, offering praise, giving constructive feedback and supporting skills development all contribute to a positive, engaged workforce.
Creating opportunities for employees develop professionally is another powerful way to boost confidence and resilience. When people feel equipped and supported to do their job well, they’re less likely to feel overwhelmed or stressed. Encouraging teamwork, collaboration and information-sharing also helps to foster a sense of belonging and shared purpose, reducing feelings of isolation that can contribute to stress.
Of course, even in the most supportive workplaces, people can experience poor mental health. If an employee is struggling, it’s important to open a conversation early, ideally in a private, informal setting where they feel comfortable. Simple, open-ended questions and – importantly -listening without judgement can encourage someone to share what’s going on. Managers don’t need to have all the answers, but they should be prepared and able to signpost to support, whether that’s internal or external.
At an organisational level, managing stress includes reviewing policies on bullying, harassment and discrimination to ensure a fair and respectful environment. It also means making sure mental health is factored into first aid assessments and health and safety planning. Employers have a legal duty to protect workers from stress, and carrying out a risk assessment is a practical step towards fulfilling that responsibility.
Ultimately, managing stress at work is about more than just ticking boxes – it’s about building a culture where wellbeing is prioritised, conversations about mental health are normalised, and support is accessible, preferably through a mental health first aider. Although this is not a legal requirement it’ s a way to help employers fulfil their duty of care as well as create a workplace where people feel valued, supported and able to perform at their best.