Workplace stress doesn’t just impact individual well-being — it can quietly erode team morale, productivity, and retention.

For managers, spotting the early signs and responding effectively is more than supportive leadership — it’s a business imperative.

In this article, human resources (HR) and employee wellness professionals share real-world strategies managers can use to recognize and reduce stress, helping teams stay healthy, focused, and resilient.
 

1. Implement Workload Redistribution Sessions
2. Create Custom Communication Frameworks for Managers
3. Establish Compassion Circles for Healthcare Teams
4. Conduct Empathetic One-on-One Check-Ins
5. Introduce Decompression Time Between Sessions
6. Set Up Team PTO Calendar
7. Foster Open Conversations About Emotional Strain

1. Implement Workload Redistribution Sessions

Recognizing workplace stress is crucial. In my experience, especially during periods of rapid growth or tight deadlines like I saw in tech and finance, the signs can be subtle at first - maybe missed deadlines, decreased participation in meetings, or just a general withdrawal.

One effective action I've taken when observing signs of stress affecting multiple team members is to facilitate a structured Workload Redistribution & Prioritization Session with the team and their manager.

Here's how it worked:

• Acknowledge & Validate: First, in a team meeting, I or the manager would openly acknowledge the pressure the team is under, validating their feelings. We'd state the observation ("We've noticed the team seems stretched thin lately...") rather than making assumptions.
• Collaborative Task Mapping: We used a shared virtual whiteboard (or a physical one) where every team member listed their current major tasks and projects. This visual representation often immediately highlighted imbalances or bottlenecks.
• Prioritization Matrix: Together, we categorized tasks using a simple urgency/importance matrix. This wasn't about eliminating work but about collectively agreeing on what truly needed immediate focus versus what could be deferred, delegated differently, or even stopped.
• Redistribution & Support: Based on the matrix and individual capacities (discussed openly or sometimes in follow-up one-on-ones), we actively redistributed some tasks.

Crucially, this wasn't just shuffling burdens but ensuring people had the support (training, resources, backup) needed for any new responsibilities. We also identified tasks that managers could take off their team's plate or where deadlines could be realistically adjusted.

Why was this effective?
It directly addressed the source of the stress (overload and lack of clarity) in a collaborative, transparent way. Instead of just offering generic wellness tips, we took concrete action on the workload itself.

I recall a specific instance with a technical recruiting team facing pressure to fill roles quickly. This session revealed significant overlap in sourcing efforts and several lower-priority projects consuming valuable time. By reprioritizing some administrative tasks to a coordinator, we freed up capacity for their core functions. Within weeks, we saw improved morale and a noticeable uptick in their key hiring metrics. It demonstrated that their well-being was directly linked to operational effectiveness.

Parker Young, Founder/Recruiting and HR Expert, U.S. Hire Hub

 

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2. Create Custom Communication Frameworks for Managers

As a Clinical Psychologist specializing in parental mental health and workplace well-being, I've frequently observed workplace stress manifest in teams—particularly among parents trying to balance career ambitions with family responsibilities.

One effective intervention came when working with a publishing company where several key team members were showing signs of burnout after returning from parental leave. Rather than implementing generic wellness workshops, we created a custom KIND communication framework for their line managers. This equipped managers with specific language and strategies to proactively support employees experiencing perinatal mental health challenges.

The results were significant. Not only did we see reduced attrition rates among new parents (previously, 25% were considering leaving), but managers reported feeling more confident addressing difficult conversations. One manager shared that a team member disclosed postnatal depression during a check-in, something they would have previously hidden until reaching a crisis point.

This approach works because it addresses the cultural elements blocking well-being—not just individual resilience. The evidence consistently shows that retention and productivity are driven by job satisfaction, which stems from good mental health, good management, and good relationships. By targeting the manager-employee relationship specifically around parenthood transitions, we were able to create sustainable change rather than just a temporary wellness "fix."

Dr. Rosanna Gilderthorp, Clinical Psychologist & Director, Know Your Mind Consulting

 

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3. Establish Compassion Circles for Healthcare Teams

As a psychologist working with high-achieving professionals, I've frequently observed workplace stress manifesting in healthcare teams. The signs often mirror what I see in my practice: increased irritability, sleep disturbances, and emotional detachment—particularly among those accustomed to being helpers rather than seeking help themselves.

One effective intervention I implemented was establishing "compassion circles" where team members could openly discuss challenging cases without judgment. This structured peer support system created a safe space for processing difficult emotions that healthcare professionals often suppress.

The results were remarkable. Participants reported feeling less isolated with their experiences, and we saw measurable decreases in burnout indicators. The key insight was recognizing that healthcare professionals need permission to prioritize self-care—they need to hear explicitly that they "can't care for others if they don't care for themselves first."

What made this approach successful was its integration into regular workflows rather than adding another obligation. By normalizing the conversation around mental health within the workplace itself, we reduced stigma and increased the utilization of available support resources.

Logan Jones, Psy.D, Psychologist & Director, Clarity Therapy NYC

 

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4. Conduct Empathetic One-on-One Check-Ins

I've definitely recognized signs of workplace stress in teams I've worked with before. It often shows up in different ways, like employees becoming quieter than usual, missing deadlines, or even being uncharacteristically irritable. One effective action I've taken is having honest, one-on-one conversations with the individuals involved. I approach it without judgment and simply check-in to ask how they're doing and if there's anything I can do to support them. Sometimes, it's as small as adjusting workloads or making sure they're taking real breaks during the day. Other times, I might suggest additional resources, like consulting with a therapist or offering workshops on stress management. The key has always been to show empathy and make it clear that their well-being is a priority.

Kristie Tse, Psychotherapist | Mental Health Expert | Founder, Uncover Mental Health Counseling

 

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5. Introduce Decompression Time Between Sessions

As a licensed therapist who built a wellness center integrating eight dimensions of wellness (including workplace wellness), I've seen how professional burnout manifests both in my own practice and with the clinicians I coach.

One effective action I implemented was creating dedicated "decompression time" between client sessions. After noticing increased irritability and decreased focus among my team, I restructured our scheduling system to include mandatory 15-minute breaks between appointments. This seemingly small change reduced cognitive overload by 30% and improved retention of key information during sessions.

When working with a group of therapists experiencing compassion fatigue during COVID-19, I introduced a "boundless horizons" approach—encouraging temporary environment changes by working remotely from different locations. The novelty stimulated fresh thinking patterns and reduced the psychological weight of repetitive trauma exposure.

The most impactful strategy was implementing systematic delegation through documented procedures. Many professionals experiencing stress were attempting to handle administrative tasks themselves rather than creating systems. By creating standardized operating procedures and empowering team members to own specific processes, we reduced individual workloads while increasing overall productivity. The data showed a 40% reduction in reported workplace stress within three months.

Kym Tolson, Therapist Coach, The Traveling Therapist

 

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6. Set Up Team PTO Calendar

You know how a car's dashboard warning light flashes when something's wrong? It's bright, unmistakable, and designed to grab your attention. Yet many of us keep driving, convinced "it's just being sensitive" or "it always does that," until someone finally says, "You need to get that checked before your tire blows on the highway."

On my HR team of 10, serving 10,000 employees, we ignored the stress warning signs until it was too late. When a typically calm colleague raised their voice during a meeting or when lunch breaks disappeared completely, we could have analyzed capacity and reset priorities. Instead, we waited until we lost not one, not two, but three teammates in a six-month period.

We created a team PTO calendar with dedicated coverage so everyone could have guilt-free time off in the coming months. We also added "no meeting" zones at the beginning and end of each day, providing essential time for people to catch their breath and complete critical work.

To keep the people you can't afford to lose, the choice is clear: invest in preventive maintenance now or pay for major repairs later.

Alayna Thomas, MS, PHR, Retention Strategist, Magnet Culture

 

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7. Foster Open Conversations About Emotional Strain

In clinical settings, especially in mental health, it's common to see workplace stress build up among staff. It doesn't always manifest as burnout right away. Sometimes, it's subtle: emotional detachment during sessions, irritability in team meetings, or a noticeable drop in collaboration.

We've made it a part of our culture to look out for each other. That means checking in and making space for open, stigma-free conversations about emotional strain.

We also have sessions where clinical and support staff can debrief on emotionally intense cases together. These aren't just for process improvement, they're for processing emotions. It's a reminder that the work we do is demanding, and it's okay to feel the weight of it.

The truth is, you can't do this kind of work—supporting others through trauma, crisis, and instability—without being impacted by it yourself. And if we want to provide high-quality, compassionate care to our patients, we have to care for each other with the same intentionality.

Firuza Aliyeva, Chief Medical Officer, Plena Mind Center

Author Bio

Brett Farmiloe is the CHRO & CEO of Featured.

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