February Newsletter

Stress is an inevitable part of the workplace, but what’s often overlooked is how different individuals respond—and how those responses impact the entire team. While one person might channel their stress into working harder, another may become unfocused and unproductive, while yet another grows anxious, irritable, and overwhelmed. The result? A cycle of stress amplification that undermines both performance and moral.

The Hidden Cost of Stress Mismatch

Take the case of a project team facing an unexpected deadline crunch. James, a high-achiever, responds by doubling down—working late nights, micromanaging details, and pushing the team harder. Sarah, usually reliable, finds herself unable to focus, missing key deadlines and withdrawing from discussions. Meanwhile, Alex grows visibly anxious, voicing concerns that spiral into negativity. All three are stressed—but instead of supporting one another, their individual reactions (all very understandable and valid) create additional friction, and additional stress.

For businesses, this translates into reduced productivity, increased conflict, and potential burnout. Managers are left firefighting instead of leading, and team cohesion crumbles. Research shows that chronic workplace stress leads to disengagement, poor decision-making, and a 50% higher turnover rate (Gallup, 2021).

 Why Do Stress Responses Differ?

The way individuals react to stress is shaped by personality, past experiences, and even biology. The Yerkes-Dodson Law (1908) suggests that while moderate stress can enhance performance, excessive stress leads to decline. Some people operate well under pressure, experiencing an adrenaline-fueled focus, whilst others experience cognitive overload, impairing their ability to think clearly (McEwen & Sapolsky, 1995).

Emotional responses also vary.

A pioneering study in the Journal of Occupational Health Psychology (Lazarus & Folkman, 1984) found that while some employees engage in problem-focused coping (actively managing stressors), others use emotion-focused coping (venting or avoidance). When these different styles collide in a high-stress team, misunderstandings and frustration escalate.

What Can Managers Do?

A leader’s role is not just to manage tasks but to navigate these diverse stress reactions in a way that promotes resilience. Our experience tells us:

Recognise Stress Responses – Identify how each team member typically reacts to stress. Are they a “pusher,” a “freezer,” or a “worrier”? Understanding these patterns allows you to intervene effectively.

Encourage Open Conversations – Normalise discussions about stress responses in team meetings. Acknowledge that different approaches exist and discuss how they affect group dynamics.

Balance Workloads Strategically – If one team member becomes hyper-focused while another shuts down, redistribute responsibilities accordingly. Allow high-energy individuals to tackle urgent tasks while providing structured support for those who need it.  Involving individuals in how work is done during this time will increase engagement and promote a sense of control – often lacking during times of stress.

Promote Psychological Safety – A culture where employees feel safe expressing stress-related struggles leads to healthier coping mechanisms. Google’s Project Aristotle found that psychological safety was the key differentiator in high-performing teams (Duhigg, 2016).

Provide Tailored Support – One-size-fits-all stress management doesn’t work so offer flexible coping strategies: structured prioritisation for the overwhelmed, breaks and mindfulness for the anxious, and clear goals for those needing focus.  Better still, create a coaching culture that fosters self-awareness and promotes self-efficacy so that individuals know instinctively what tools they need.

Model Healthy Stress Management – Leaders set the tone. Demonstrate balanced responses to stress—acknowledge challenges but maintain composure and solution-focused thinking.  That said, don’t be afraid to show emotion and remain authentic – this is critical to maintaining your own resilience.  Leaders are not immune to stress so keep it real!

The Takeaway

Teams don’t just experience stress—they amplify it when different coping styles clash. By understanding these differences, managers can reduce friction, enhance collaboration, and ultimately drive better performance. The key? Awareness, communication, and adaptability.

So what?

Remember, knowing stuff isn’t useful if we don’t take action which is why we love to use the Rolfe et al (2001) model to get you thinking.  Before you move on, pause and consider:

1. What…. has resonated with you?
2. So what…does that mean for you? Why is it relevant?
3. Now what…will you DO?

So, if you have read this article with interest, what will you do next?

Managers ability to recognise and support individual stress responses has a powerful impact on stopping the domino effect but they also have a lot on their plate.  They may not always feel confident or have the knowledge or the skills.   Our Managers Wellbeing Programme was designed to address these very challenges so perhaps your next step is to get in touch and find out more about how we can help.

References:

Gallup (2021). State of the Global Workplace Report.

McEwen, B. S., & Sapolsky, R. M. (1995). Stress and cognitive impairment. Current Opinion in Neurobiology.

Lazarus, R. S., & Folkman, S. (1984). Stress, Appraisal, and Coping. Springer Publishing.

Duhigg, C. (2016). What Google Learned From Its Quest to Build the Perfect Team. The New York Times