When people feel stressed at work, they usually attribute it to an obvious culprit. Heavy workloads and endless to-do lists might seem like the clear source, but often the amount of work on someone’s plate is only a small part of the picture and rarely tells the whole story.  

In many cases, workloads are far more manageable than people realise (although this is not true in every scenario). More often, stress is shaped by how work is experienced rather than simply how much there is to do. As such, understanding how stress manifests beyond workload requires leaders to evaluate the conditions surrounding work – in other words, not just the what, but the who, where, when and how. 

The environment people work in has a significant impact on how work is experienced. This extends beyond the physical workplace to include culture, hierarchy and the wider working context. Some factors are obvious – people trying to work in areas with poor lighting, excessive noise, uncomfortable workstations or overcrowded environments are likely to struggle with concentration and task completion, meaning workloads reduce far more slowly than needed.  

But the emotional environment is equally important. 

If the default response in a work setting is to ask why something is not done yet, it is unlikely to improve outcomes. In workplaces where the more common question is “what do you need to get this done?”, employees are more likely to feel supported and better equipped to manage heavy task loads. 

Access is often overlooked when organisations think about stress. 

Employees need access to information, decision-makers and support systems to do their jobs effectively. Delays in obtaining approvals, unclear escalation routes or difficulties accessing systems and tools can make straightforward tasks feel like a never-ending uphill battle. 

If someone who feels their workload is too heavy cannot even begin tasks without spending hours navigating obstacles, then the source of the stress may not be the work itself. 

Work processes can either reduce pressure or unintentionally create it. 

Much like issues with access, repeated duplication, unnecessary approvals, excessive meetings or poorly designed workflows mean people spend more time managing the process than delivering outcomes. Factor in unnecessary legacy actions and processes intended to streamline work can instead become a source of constant friction. 

Consider your own workload – how many processes are slowing down the tasks you need to complete? How many remain in place because they provide value in some areas, but are no longer essential to the task at hand? Old habits die hard, even for managers.

Stress frequently emerges when there is a mismatch between expectations and available resources. Resources do not just relate to tools, but also staffing levels, time, training, technology and management support. Employees expected to deliver high-quality outcomes without sufficient resources often start on the back foot.

Everything after that becomes catch-up – it is not necessarily that there is too much to do, but that there are not enough resources in place to support the work. 

It is also important to remember that resource challenges extend beyond the workplace. Financial pressures, caring responsibilities and personal circumstances can all affect an individual’s ability to manage demands.