Educating managers that some pressure is okay, but too much is a liability.
Stress at work isn’t always bad. While excessive pressure can harm employee wellbeing, a manageable level of stress can actually improve focus, motivation, and performance. Understanding the difference between good stress and bad stress helps managers support staff effectively, maintaining productivity without risking burnout.
What Is Good Stress?
Good stress, or positive stress, can boost alertness and engagement. When employees face achievable challenges, it can motivate them to meet deadlines, learn new skills, and perform at their best.
Examples of good workplace stress include:
- Preparing for an important presentation
- Working toward a challenging but attainable goal
- Learning new skills or taking on new responsibilities
These pressures are short-term and energising, rather than overwhelming.
What Is Bad Stress?
Bad stress occurs when pressure becomes excessive, persistent, or unmanageable. Instead of enhancing performance, it leads to physical, mental, and emotional strain.
Signs of unhealthy workplace stress include:
- Feeling constantly overwhelmed or anxious
- Fatigue and difficulty concentrating
- Irritability or mood changes
- Drop in productivity or quality of work
When stress reaches this point, it becomes a liability for both employees and the organisation.
The Performance Curve: Balancing Stress and Productivity
The performance curve illustrates the relationship between stress and performance. Moderate stress can improve focus and results, but too much stress reduces productivity and increases burnout risk.
- Low stress: Can cause boredom and disengagement
- Moderate stress: Optimises focus, motivation, and performance
- High stress: Leads to errors, fatigue, and absenteeism
This highlights why managers should aim for balance: enough challenge to motivate, but not so much that it harms wellbeing.
Why Managers Should Act Early
Managers play a critical role in maintaining the right level of stress across their teams. Observing performance trends, listening to employees, and identifying high-pressure areas can prevent stress from becoming harmful.
One effective tool is a Stress Risk Assessment, which helps organisations identify hotspots in the workplace where stress levels are high. Using these assessments, managers can intervene proactively, reduce unnecessary pressure, and provide support where it’s most needed.
Finding the Right Balance
Stress is not inherently negative — it can drive engagement, innovation, and productivity. The key is to monitor, manage, and address it effectively. By educating managers about the difference between good and bad stress, and by using tools like Stress Risk Assessments, organisations can maintain a healthy, high-performing workforce while protecting employee wellbeing.
