Stress Awareness Month was first organised in 1992 by the Stress Management Society to raise awareness of coping with stress and to reduce the stigma surrounding it. While April 2026 brings with it the uncertainty of the current geopolitical situation, the organisers emphasise that the objective this year is for everyone to ‘treat each other with kindness, compassion and acceptance, while embracing empathy, prioritising understanding and creating positive change’.

The month includes focuses on finding ways to manage stress, either by using relaxation techniques such as mindfulness or grounding, talking to friends and family, or trying new hobbies. 

However, it is also about listening and ‘being there’ for other people with the goal of creating communities in which everyone feels understood and supported, and where it is possible to make a difference in how stress is handled while building greater future human resilience.

For companies, having designated workplace mental health champions in place can also give employees someone they can actively turn to for support when facing mental health challenges.

Stress management in practice

Stress management leadership needs to foster a supportive, open culture. This must incorporate a healthy work-life balance, regular monitoring, and specific actions that are actually implemented, not simply proposed.

For example, stress risk assessments and scheduled workload reviews are specific actions that can help to manage workplace stress and portray an action-oriented leadership approach to employee wellbeing.

Training can also help managers spot early signs of mental and physical burnout while employee support programmes can further counter stress.

It is also strongly suggested that compassion and empathy are more effective than rules and regulations in a safe environment where mental health issues can be discussed openly.

There are a number of key pointers to remember:

• Good communication can be used to reduce the stigma of stress and reassure staff that stress is a natural part of work that can be managed.
• Regular stress audits and surveys are helpful in identifying specific actionable stressors that can be reduced or removed within a working team.
• Similarly, periodic reviews of employee workloads can ensure expectations are fair, clear, and backed by appropriate resources.
• Flexible working hours and hybrid options may improve the work-life balance and reduce burnout.

Another key role for leaders is setting boundaries such as taking breaks, intentionally not sending emails outside of work hours, and encouraging staff to do the same. Acknowledging the contribution of individual employees and teams can also help to raise morale and reduce anxiety.

In terms of training, managers should be taught to recognise key stress signs, such as changes in behaviour and reduced productivity. Creating ‘quiet zones’ or decompression spaces may be helpful, as can providing buddy systems or team-building activities that reinforce daily workplace connections.

The downside for not tackling stress can be significant. With almost half of work-related ill health linked to stress, depression, or anxiety, absenteeism can be costly and inconvenient which may be worsened by a high staff turnover.

Find out more about Stress Awareness Month

By Jon Herbert

The full version of this article was first published on Croner CIPD HR-inform Pro > Stress Awareness Month 2026

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