Managing Stress in High-Pressure Roles – A Guide for Employers

High-pressure roles are often the backbone of a business. They’re where deadlines are tight, expectations are high, and there’s little room for error.
These roles can drive performance and innovation — but without the right support, they can also drive burnout.

As an employer, your goal isn’t to eliminate pressure entirely (some stress can be motivating), but to help your team manage it in a way that protects wellbeing and keeps performance sustainable.

Acknowledge the Pressure

Stress isn’t a sign of weakness — it’s a human response to demand. The first step in managing it is recognising it.
Create a culture where leaders acknowledge when workloads are heavy and check in with their teams regularly.
A simple “How are you managing the load?” can open the door to valuable conversations.

Prioritise and Focus

• High-pressure roles often come with competing priorities.

• Help employees distinguish between urgent and important tasks.

• Use tools like weekly planning sessions to clarify what really matters this week.
  Clear priorities reduce mental overload and stop staff from feeling they must do everything at once.

• Encourage Breaks and Recovery

When pressure is high, people often skip breaks to “get through the work” — which can backfire.
Encourage micro-breaks, walking meetings, or even blocking “focus time” in calendars so employees can reset and recharge.
This isn’t just good for wellbeing — studies show short breaks improve decision-making and problem-solving.

Provide the Right Tools and Support

Stress multiplies when people don’t have the resources they need.

• Make sure your team has the right tech, systems, and training.

• For complex or time-sensitive work, consider temporary extra hands or redistributing tasks.
  Empowerment reduces stress more effectively than motivational posters ever will.

Know the Warning Signs

Watch for indicators of chronic stress, including:

• Drop in work quality

• Irritability or withdrawal

• Increased sick leave

• Physical complaints like headaches or fatigue

Early intervention — even just a private chat — can prevent small stressors from becoming bigger problems.

It’s also important to recognise when stress may have a medical component, such as anxiety or depression. In these cases, employers should encourage staff to seek professional advice and support. If these matters are not properly dealt with, it can expose the business to potential liability under both employment law (Employment Relations Act 2000) and health and safety legislation (Health and Safety at Work Act 2015).

High-pressure roles are part of many successful businesses, but unmanaged stress comes at a cost — lost productivity, higher turnover, and a damaged culture.

By equipping your team with tools, clear priorities, and a culture of support, you can keep performance high without burning your people out. Just as importantly, by addressing stress early and supporting staff who may be experiencing medical conditions linked to it, you reduce the legal and health & safety risks that New Zealand employers face under the Employment Relations Act 2000 and the Health and Safety at Work Act 2015.