The first step is learning to spot what might be called “behavioural drift.” Instead of waiting for obvious signs of stress, pay attention to subtle changes in how people show up. A typically engaged team member who becomes quiet, or someone dependable who starts missing small details may be experiencing increased cognitive load. Stress affects attention and emotional regulation before it affects output in obvious ways. Noticing change (without jumping to conclusions) is your early warning system.

Once you’re tuned into these signals, the next step is creating what could be described as micro-permission for honesty. Many employees don’t hide stress because they want to; they hide it because they’re unsure how it will be received. Small, consistent cues from leaders can shift this. Phrases like, “If anything feels overloaded this week, flag it early and we can easily adjust,” or “Rough updates are fine—this doesn’t have to be perfect,” help reduce the perceived risk of speaking up. Over time, these signals build psychological safety far more effectively than formal policies alone.

When you do notice a change, how you start the conversation matters. The most effective approach is simple: observation followed by an ‘open door’. For example, “I’ve noticed you’ve been quieter than usual in meetings, how are things going?” This avoids assumptions and gives the other person control over how much they want to share. Importantly, it also reduces the chance of triggering a defensive response. People are far more likely to open up when they feel seen, and not judged.

If someone does share that they’re struggling, the instinct might be to jump straight into problem-solving or encourage resilience. However, a more impactful approach is to focus on reducing friction in their work. Ask questions like, “What’s the most draining part of your workload right now?” or “If we could remove one obstacle this week, what would help most?” Often, stress is less about personal capability and more about unclear priorities, unnecessary meetings, or competing demands. Addressing these doesn’t require extra budget, just thoughtful leadership. Research consistently shows that a sense of control is one of the strongest buffers against stress, and even small adjustments can restore that feeling.

Finally, the most sustainable way to manage stress is to embed it into how your team operates, rather than relying on one-off conversations. Regular check-ins, such as asking, “What might slow you down this week?” or using some sort of visual system (traffic lights, weather report) to allow team members to communicate how they are feeling and create space for early intervention. Normalising trade-offs (acknowledging that not everything can be urgent at once) also reduces pressure across the team.

Perhaps most importantly, leaders who model healthy boundaries themselves set the tone. Stress is contagious, but so is calm. When leaders demonstrate balance and clarity, it gives others permission to do the same.

Creating a less stressful workplace doesn’t require grand initiatives. It’s built through small, consistent actions: noticing change, making it safe to speak, having respectful conversations, removing unnecessary friction, and reinforcing these habits at a team level.