A stressed team and workplace feels like a constant weight that seems to grow heavier the longer it goes on.

Pressure builds, frustrations reach their peak, and before long, you might find yourself and your team feeling overwhelmed and unable to break the stress cycle. 

We all know the signs of a team under pressure: 

• shorter tempers 
• longer hours 
• and less collaboration. 

Whether it’s end of financial year budgets, quarterly deliverables, a major project sprint, or other demands, busy periods can stretch and test even the highest-performing teams. 

As a leader, your ability to recognise and guide your team through these times can make all the difference. Not just in results, but in how people feel showing up to work each day.  

At Corporate Edge, we believe individual wellbeing is the responsibility of the individual. However, as a leader and organisation, you can help support everyone’s wellbeing through effective management of workload, stress and more, while providing the flexibility, engagement and support needed at work. 

Here are three ways you can support and manage your team in these busy and stressful periods, while also setting realistic expectations moving forward. 

Set boundaries that serve everyone 

Busyness is not a badge of honour, but it’s easy for it to become one. When this mentality is left unchecked it can lead to disengagement and burnout. One of the most helpful things you can do is create a shared understanding of boundaries and expectations. What role do you play in burnout?

For example: 
One of your team members has started replying to emails at 10pm and others are beginning to follow suit. Instead of letting it slide, call it out in your next team meeting by saying “I’ve noticed a few of us are working late. Let’s be conscious of the example we’re setting. If something is urgent, let’s agree on how we flag it during business hours. Otherwise, I’d love for us to protect our time outside of work.” 

Calling out this behaviour sets the tone that performance isn’t about hours worked but about meaningful, focused output. It also gives people permission to disconnect, without guilt, especially considering the Right to Disconnect. 

‍Check in before you lean in 

When timelines are tight, it’s tempting to focus only on task progress. But when your team is stressed, what they often need more is human connection, not just more direction. 

For example: 
You’re jumping into your Monday 1:1s and ready to dive into the to-do list. Before you do, pause and ask, “How are you feeling about the week ahead?” or “What’s one thing that feels manageable, and one thing that feels heavy right now?” 

Then listen without immediately solving. As a leader, it’s your role in this situation to understand, not rescue. Because when people feel seen and supported, they’re more likely to speak up early about risks, capacity or when they’re approaching burnout. 

Prioritise energy, not just tasks 

You can’t schedule or plan your way out of burnout or stress. When your team is operating at full capacity, the most effective leaders aren’t pushing harder. Instead, they’re helping people manage their energy. 

For example: 
Your team is running back-to-back meetings, sprinting through deliverables and skipping breaks. Try this in your next team stand-up, “Let’s each share one thing we’re doing this week to look after ourselves. Could be a walk, a screen break, a catch-up with a friend. Let’s help each other make that happen.” 

Alternatively, you could block 10 minutes in everyone’s calendar mid-afternoon as a ‘reset window’. Get outside, go for a walk – no meetings, no tasks, no screens, just a moment to step away and reset. 

Busy periods don’t have to mean unsustainable ones. When you normalise rest and recovery, you signal that high performance is a marathon, not a sprint and that wellbeing is part of the work, not separate from it. 

Listen to this episode of our Leadership Unlocked podcast to learn more about digital detox and how to implement it in your workplace. 

‍The bottom line 

You’re not expected to have all the answers. What matters most is your intention and consistency. By setting boundaries, checking in meaningfully and helping your team manage their energy and not just their time, you create a culture of resilience, engagement and high-performance that lasts beyond just a busy period. You’re helping reduce the possibility of a stressed team.

As our Managing Director Phil often says: 
“Don’t focus on the input. Focus on the output.” 

Sometimes the best thing you can do for performance is to give your team the space to reset, so they can return focused, energised and ready to deliver. 

We also recommend reading “Employee Stress Is a Business Risk—Not an HR Problem” from Harvard Business Review for more insights.