Training Managers to Recognize and Manage Stress in KPI-Driven Environments

In high-performance workplaces, stress is often seen as an inevitable byproduct of success. However, unmanaged stress can lead to burnout, decreased productivity, and increased absenteeism. In a recent live event hosted by Calmerry, experts Gretchen Choser and Dr. Janine Ellenberg shared actionable insights on how managers can recognize and address stress in their teams and how employees themselves can prevent stress and burnout. 

How to recognize stress and promote self-awareness in the workplace

Managers are the frontline in identifying early signs of stress in employees. Behavioral changes such as increased absenteeism, withdrawal, or irritability can be key indicators. However, many managers are unequipped to address these issues due to a lack of training and resources. Companies should actively invest in training managers to:

Recognize behavioral shifts in employees. 

Employees under stress may display changes in their behavior, such as mood swings, lack of engagement, or a decline in work quality. These shifts should not be dismissed as simple performance issues but as potential signs of stress requiring intervention.

Normalize conversations about stress and mental health. 

Employees often hesitate to discuss stress or their mental health challenges for fear of judgment. No one wants to be labeled as weak or problematic, and this fear pushes employees away from being honest and asking for timely help.  Managers can create a safe space where employees feel comfortable discussing challenges without stigma by promoting an open dialogue and leading by example. 

Encourage employees to speak openly. 

Employees need reassurance that their concerns will be met with support rather than consequences. Encouraging one-on-one check-ins and reinforcing that discussions about stress are confidential can build team trust.

Incorporating well-being into performance metrics

Yes, a business must be measurable to succeed, but relying solely on KPIs, which are often unrealistic for individuals, can lead to employee stress and burnout. Performance should be evaluated holistically, including employee well-being, collaboration, and personal development, rather than just numerical targets. 

“Making mental health a normal conversation in the workplace is critical—employees should not feel like they need to hide their struggles.” Dr. Janine Ellenberg

Action Suggestions:

• For Employers: Implement stress recognition training for managers and create a culture where discussing mental health is encouraged.
• For Employees: Keep an open line of communication with your manager and don’t hesitate to seek support when experiencing stress.

Tips to build a supportive workplace culture

Often, organizations place the responsibility for managing stress in teams solely on HR managers. This approach may be ineffective because HR managers only interact with employees periodically, while direct managers constantly communicate with employees and have the most direct influence on them. That’s why normalizing mental health and stress management requires commitment across all levels of leadership. To build a culture that prioritizes mental health, companies can: 

Ensure transparency in communication, especially during times of change

Employees often experience stress due to uncertainty. Providing regular updates from leadership about company goals and any major changes can alleviate unnecessary anxiety. 

Providing access to mental health resources 

There are plenty of solutions to make mental health resources accessible to your team.  Employee Assistance Programs (EAPs) or online therapy platforms like Calmerry provide rapid access to self-help resources and on-demand therapy. 

Another aspect of this problem is that many employees are unaware of the resources available to them. Companies should proactively promote and encourage the use of EAPs, therapy platforms, and wellness initiatives. 

Encouraging self-care and work-life balance through flexible policies. 

Stress management should start with empowering employees to take care of themself and creating a mindset that promotes setting boundaries for work hours, encouraging time off, and supporting flexible work arrangements. 

Leading by example

There is no better way to promote self-care and mental health awareness than leading by example. When senior leaders visibly prioritize their own mental health—taking breaks, using wellness programs, and discussing their well-being—it normalizes employee self-care.

“The problem isn’t just the workload—it’s how we support employees through it.” Gretchen Schoser

Action Suggestions:

• For Employers: Regularly assess workplace policies to ensure they promote work-life balance and encourage leaders to share their wellness strategies.
• For Employees: Take advantage of mental health resources offered by your employer and prioritize self-care without guilt.

Managing Layoff Anxiety and Uncertainty

In uncertain times, job security becomes a major stressor. Poorly handled layoffs can lead to increased anxiety and a loss of trust among remaining employees. To mitigate these effects, companies should:

Communicate layoffs transparently and through personal conversations.

Rather than sending impersonal emails, leadership should have direct conversations with affected employees to provide clarity and support.

Provide employees with time and space to process changes.

The emotional impact can be significant whether an employee is directly affected or just witnessing colleagues lay off. Business leaders should give employees time to adjust, as this can prevent panic and disengagement.

Offer mental health support, including access to counseling services.

Bringing in mental health professionals during times of transition can provide employees with coping tools.

Consider the emotional state of remaining employees.

Retaining employees may experience survivor’s guilt or stress due to increased workloads. It’s very important to communicate the workload distribution of eliminated workers and the consequences the remaining employees face.

Action Suggestions:

• For Employers: Provide mental health resources and ensure managers are trained to support employees during transitions.
• For Employees: Lean on workplace support systems and seek external resources if experiencing anxiety related to layoffs.

Performance Pressure: How to Find the Right Balance

The Yerkes-Dodson law suggests that a certain stress level can enhance performance, but excessive stress leads to burnout. Dr. Ellenberg highlighted key signals that indicate when stress has crossed the threshold from productive to harmful:

Increased reliance on stimulants (caffeine, energy drinks) to maintain productivity.

Managers and coworkers should consider whether employees and their colleagues are constantly seeking artificial energy boosts. Such behavior may indicate that the employee is stressed and fails to cope with the workload.

Difficulty sleeping and persistent fatigue.

This is an area for the employees to control and pay attention to these signs. Poor sleep patterns and exhaustion can signal that the body is under too much strain.

Neglecting self-care habits such as exercise, proper nutrition, and relaxation.

People often tend to neglect taking breaks from their tasks, maintaining movement throughout the day, and, in general, ignoring self-care routines. To sustain a healthy mindset, managers can establish daily breaks and routines that enhance physical activity, which is proven to have a positive effect on mental health. 

Action Suggestions:

• For Employers: Encourage wellness initiatives and recognize achievements beyond productivity metrics.
• For Employees: Monitor personal stress levels and adjust workloads as needed.

The Role of Leadership in Stress Management

A strong and empathetic leader sets the tone for managing stress within an organization. Effective leadership is not just about meeting targets; it’s about ensuring that employees feel supported and valued. Managers should prioritize active listening and engage in meaningful conversations with employees, creating opportunities for open dialogue and early stress detection. Regular check-ins can help identify potential stressors before they escalate, reinforcing a sense of trust and approachability.

Every individual experiences stress differently, and managers must recognize that no single approach will work for everyone. By understanding employees’ unique stress triggers and coping mechanisms, leaders can tailor their support strategies, offering flexibility and personalized solutions to help employees navigate challenges. Additionally, fostering an environment where mental health discussions are free from stigma ensures that employees feel safe seeking help without fear of repercussions. Employees should know that prioritizing their well-being will not negatively impact their careers but rather enhance their ability to perform at their best.

Ultimately, leading by example is one of the most powerful ways to promote a healthy work culture. When managers openly prioritize self-care—whether by taking regular breaks, setting boundaries, or utilizing wellness resources—they send a strong message that well-being matters. A leader who models a balanced approach to work and mental health inspires their team to do the same, creating a more resilient and engaged workforce.

Conclusion

Recognizing and managing stress in KPI-driven environments is essential for sustainable success. Companies can create a healthier, more resilient workforce by equipping managers with the right tools and fostering a culture of transparency, support, and well-being. Addressing stress proactively leads to better engagement, retention, and overall performance.