Stress is something most of us have felt at one point or another, and in the right circumstances, a little pressure can even be helpful to keep us focused, alert and motivated. But when that pressure becomes unrelenting, unmanageable or isolating, it tips into stress that undermines both wellbeing and performance. In the workplace, this can have a serious effect, not just for individuals, but for teams and organisations as a whole.
Understanding what stress looks like in real time is key to addressing it before it escalates – which isn’t always easy as stress doesn’t have a single cause or a fixed set of symptoms. It can be sparked by personal issues, work-related pressure or a mix of both. It also presents differently in different people, which is why awareness and early intervention are so important. While some people become quieter and more withdrawn, others might appear more irritable or emotional. Changes in behaviour are often the first clue such as a normally punctual employee starting to arrive late, someone’s work standards slipping, or a team member appearing less engaged or more reactive than usual.
At a team level, signs of stress might show up as rising conflict, an increase in complaints or sickness absence, or a drop in morale and performance. These shifts should act as red flags that something’s not quite right. It might be the pace of work, unclear expectations, poor communication, or a lack of support that’s causing strain. Managers should take the time to look beyond the immediate behaviour and consider whether something in the work environment might be contributing to the pressure.
It’s a misconception to assume that mental health problems or stress are always rooted in someone’s home life. Research shows that for many people, work is a major factor –  and often it’s a combination of pressures inside and outside work that tips the balance. That’s why it’s so important for employers to be proactive. By understanding the potential triggers, like long hours, unrealistic deadlines, or job insecurity, they can take steps to reduce risk and create a more supportive environment.
Spotting signs of stress is about noticing when something’s changed and being prepared to open a conversation. An honest, supportive chat can make all the difference, especially when it comes early. Encouraging someone to speak to their GP or access workplace support can help prevent a downward spiral. And where the cause is something work-related, taking action to fix it is part of an employer’s duty of care.
Ultimately, the goal is to build a culture where mental health is taken seriously and stress is seen as something to be managed, not ignored. That means training managers, checking in regularly with teams, and making sure people feel safe to speak up.
When people feel supported, they’re more likely to thrive – and that’s good for everyone.