Stress in Small Businesses. Are we at crisis point?

Barbra Carlisle • February 1, 2023

There are two key people issues to be aware of when leading a small medium enterprise (SME). The first is that people get stressed while at work, the second is that they avoid talking about it.


Being able to recognise stress levels among your team is a leadership skill. Research showed that:


over 4 out of 5 SME employees had been affected by ‘excessive’ workload’

And that one third of SME employees experience a mental health problem during their working life  (CIPD, Employee Outlook, Focus on Mental Health, July 2016)


Add to this that employee health outcomes are worse within the SME sector, owners and SME leaders would be advised to sit up and be aware of what is going on among their employees.


SME employees are less likely to talk about stress with their managers.


Only 17% of SME employees are likely to feel comfortable to talk to their manager about stress, compared to 30% of employees in large companies (Open Business Council). Is it because the smaller no of employees means greater fear about being judged? Lack of anonymity? Or not wanting to ‘let the team down’ ?


Work stresses at play


The lack of career progression, low pay and hence the inability to save effectively are key stress points for SME employees. People in larger companies find the long hours and management pressures as causing the most stress.

Whatever the root cause of the stress it is important that people have someone they can talk to, a path to understanding that they can raise personal issues in a safe space. Businesses that don’t have an in-house HR team may find that their people don’t quite know how to start the conversation.


 Recognising stress


 The Health and Safety Executive has a number of tools and tips on how to manage stress in work ( Work-related stress and how to manage it: signs of stress - HSE). This includes:


  • arguments
  • higher staff turnover
  • more reports of stress
  • more sickness absence
  • decreased performance
  • more complaints and grievances


 At an individual level look out for:


  • taking more time off
  • arriving for work later
  • being more twitchy or nervous
  • mood swings
  • being withdrawn
  • loss of motivation, commitment and confidence
  • increased emotional reactions – being more tearful, sensitive or aggressive


5 steps to creating a safe space for talking


The CIPD recommend the following 5 steps to manage stress in the workplace and create an environment where people are able to talk about their wellbeing.


  1.  Think about the end goal, be proactive and not reactive to mental unwellness
  2.  Write your commitment to employee wellbeing down so that people know what to expect – think about the emotional, physical, financial and social needs of your employees
  3. Develop your commitment with your employees so they can own in
  4. Seek external experienced advice – you don’t need to do it on your own
  5. Track and measure and review 


Time to talk day


2nd Feb has been allocated as Time to Talk day - a day to bring people together to talk about mental health. It is an opportunity for SME owners and their teams to take some time to start talking about the impact of working in a SME on individual sense of wellbeing. For more information on how you can talk about mental health visit Mind and Rethinking Mental Illness. If you need help on how to start the conversation drop me a message and I would happily connect and share ideas and strategies

For more insight on people and creating a great culture subscribe or follow me. for more information on the services I offer visit www.gleecoaching.co.uk

The secret sauce: Influence

By Barbra Carlisle • July 9, 2025
As a leader you know you have influence, you know that people will listen to you, and in all likelihood do as you suggest. It is how you utilise your influence that will determine what type of leadership impact you have on those around you. Whether you’re trying to shift culture, win support for a new idea, or champion inclusion influence is a key leadership skill. But for many, it’s a tricky balancing act. How do you make change happen without coming across as forceful or aggressive? How do you influence people who don’t think like you, especially when what’s at stake really matters? Here’s where skill, self-awareness, and empathy come together. Influence does not equal Aggression Let’s start by busting a myth: being assertive isn’t the same as being aggressive. Assertive leaders speak up for what matters, clearly and calmly, without bull dozing others. Aggressive leaders push their agenda regardless. The difference? Assertive leaders stay connected to their values and to the relationship. You can be clear and firm about your point and hold space for difference. That’s real influence. Three Skills That Build Influence Curiosity over convincing Don’t assume you have to launch into persuasion. Start by listening. Ask what matters to the other person. Influence flows more easily when people feel heard. Maintaining silence and letting the other person express themselves is a form of influence. Try it some time. Speak from shared values Especially when trying to bring people on board with new or uncomfortable ideas (like improving equity or supporting underrepresented groups), connect your message to values they already care about like fairness, excellence, community. Use stories, not just facts Data matters. But stories stick. A personal story whether that is your own or someone else’s can shift perspectives more than spreadsheets ever will. Influencing People Who Aren’t Like You We all have unconscious preferences for people who think like us. But change rarely happens in echo chambers. When you need to connect with someone whose background, identity, or worldview is different from yours: Start with respect, not assumptions. Avoid jargon or insider language. Focus on what matters to them, not just what matters to you. Be open to mutual influence, you might change too. A Small Shift, A Big Impact Influence isn’t about charisma. It’s about connection. Next time you're tempted to “win them over,” pause. Instead, ask yourself: “How can I help them feel seen, heard, and part of this?” That’s the influence that sticks and the kind that shapes cultures for the better.

Leaving a Legacy: It's in your hands

By Barbra Carlisle • July 9, 2025
One of the names I thought about using for my podcast related to legacy- but on reflection I knew that people would be uncomfortable thinking that they were leaving a legacy. Sounds so grand. But we do leave a legacy, which we create and add to every day. When we hear the word “legacy,” our minds often drift to grand, long-term achievements, think buildings named after someone, organisations reshaped, or books written. But in truth, your legacy isn’t something you build one day in the future. You’re creating it now. In every meeting, every decision, and every conversation. Yet many leaders struggle to recognise that they’re already leaving a mark, whether they mean to or not. Why Do Leaders Struggle With Legacy? Partly, it’s to do with your mindset. We are wired to focus on outcomes, targets, and the next milestone. We don’t stop to think about how we get there, or who we bring with us. There’s also humility at play. You may be thinking "Legacy? That’s not for me. I’m just trying to get through the day without cheesing too many people off." But legacy isn’t about ego. It’s about impact. The energy you bring to the room. The way you treat people when they’re not in the room. The values you quietly reinforce by what you praise, tolerate, or ignore. Everyday Marks of an Effective Leader A legacy-minded leader isn’t one who waits to be remembered. They act with intention now. That might look like: Modelling integrity even when no one’s watching. Championing the quiet voices that others overlook. Creating psychological safety that allows others to thrive. Investing in people even when it feels quicker to just “do it yourself.” Leading with empathy, especially under pressure. Contributing to societal wellbeing through your actions in work, at home, and in your community. These things often don’t make it onto the project plan. But they shape culture. They influence people’s confidence and courage. And they last far longer than a quarterly result. A Gentle Prompt Take a moment this week to ask yourself: “If someone were to describe my leadership five years from now, what would I hope they say?” Now bring that intention into the way you lead today. You’re already building your legacy one conversation at a time.
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