How Experts Manage Stress in High-Pressure Industries
What’s it really like to work where you do?
Busy, right? Everyone’s trying to do more with less.
Most of us check work emails at home, sleep next to our phones, and answer messages before even saying good morning to our families. Some of us work late into the night or over the weekend — just to prepare for more work the next day. And a few of us even have breakfast in the bathroom (hopefully just a few).
This constant connection has quietly become the new normal. Our mental rucksacks are already half full before we even leave the house. It’s no wonder that nearly half of all workers will experience stress, anxiety, or depression during their careers.
These conditions are responsible for 30% more absences than any physical injury or illness — yet we still find it difficult to talk about them.
The Hidden Struggle of Mental Health at Work
Most people who experience poor mental health actually want to work. They want structure, purpose, and social connection. But when they’re struggling, it becomes harder to focus, communicate, or stay patient with colleagues or customers.
And yet, many stay silent.
Why? Because they don’t know if their manager will listen — or judge.
Employees often fear being stigmatised or even pushed out. Meanwhile, many managers feel unsure about how to start the conversation or what to say. As a result, problems quietly worsen until they reach breaking point.
Resilience Isn’t the Whole Answer
We’re told to be “resilient” — to bounce back, to manage stress better, to find work-life balance. But life isn’t a field of flowers we skip through on our way to work.
Life brings loss, bills, breakups, sick kids, car repairs, and days that simply feel too heavy. We keep going, of course — that’s what we’re taught to do. But over time, we carry so much that our mental load becomes unbearable.
Many of us go into work even when we shouldn’t — a phenomenon known as presenteeism. It’s when employees show up physically but are mentally or emotionally unwell. Studies show that presenteeism costs businesses almost twice as much as absenteeism.
When Workplaces Get It Wrong — and Right
Let’s look at two real examples.
Nick’s story:
Nick was a senior manager at a global firm. He’d recently lost his mother but returned to work after just a few days of compassionate leave. When he asked for flexible hours to help him cope, his manager said no — “because everyone would want it.”
Nick’s performance dropped. He disengaged, went on extended sick leave, and never fully returned. The conflict led to union involvement and cost the company thousands — all because one manager couldn’t show compassion.
Sally’s story:
Sally, a manager at an international charity, also lost her father. Her manager noticed she wasn’t herself and said, “Take the time you need. Work from home if it helps. We’ll do a phased return.”
Today, Sally is still with the same organisation — thriving and loyal. The difference? A supportive conversation at the right time.
These two stories prove that compassion doesn’t just change lives — it saves organisations money.
What Leaders Can Do
Leaders set the tone. When they talk openly about mental health, it gives everyone else permission to do the same. Speaking about wellbeing doesn’t make people unwell — it helps them seek help sooner.
Managers, in particular, need training to:
- Recognise early signs of stress, anxiety, or burnout.
- Know how and when to start a conversation.
- Listen with empathy, not judgement.
- Offer flexibility and practical support.
A simple rule of thumb:
Be the manager you’d want to have if you were struggling.
HR and Workplace Policies: Less Paper, More People
Many HR policies on mental health are long, confusing, and full of jargon. They tick boxes but fail to help real people.
When someone calls in sick, that first conversation is golden. It’s a chance to check in, listen, and ask, “How are you really doing?”
Yet, too often, that conversation is replaced by procedures and paperwork. Support gets lost in the process.
Therapy and counselling are invaluable, but they take time and money. Sometimes, what people need first is understanding — not a doctor’s note, not medication, but a human conversation
Building a Supportive Culture
Creating a mentally healthy workplace doesn’t require huge budgets or high-tech gadgets. It starts with listening.
Here’s how any organisation can begin:
- Host informal check-ins. Invite employees for coffee and honest conversation.
- Encourage peer support. Teach staff how to ask, “Are you okay?”
- Normalise conversations. Mental health isn’t a poster or a campaign — it’s culture.
As the speaker said:
“All you need is a tray of sandwiches, a few post-it notes, and the willingness to listen.”
Even simple steps make a difference. The Health and Safety Executive already expects employers to manage mental health risks just as they would physical ones — so it’s not just kind; it’s required.
Looking Ahead
The future will bring new tools — mindfulness apps, virtual reality training for managers, AI-driven wellbeing check-ins. But technology can’t replace what people truly want from their employers:
Safety, trust, and permission to speak openly.
Mental health isn’t a rare condition — it’s something we all have, every day. Sometimes it’s strong; sometimes it’s fragile.
So, ask yourself:
Would you like your employer to do more for mental health?
Most of us would.
And if you’re an employer — the answer is simple:
Give your people permission to speak and be prepared to listen.
