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  • being withdrawn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

Getting out of the Weeds into Strategic Thinking

By Barbra Carlisle • June 25, 2025
Introduction In today’s fast-paced, always-on work culture, leaders often find themselves consumed by operational demands, exciting things like emails, meetings, staff check ins, and the mountain of prepping and paperwork. But to lead well we need to redefine what we mean by our day to day priorities, and we need to manage our time. As a leader you need to be a step ahead, thinking of the future, whether that comes naturally to you are not. Strategic thinking is not a luxury; it’s a necessity. Why Strategic Thinking Matters Strategic thinking enables you to: Anticipate change and position you organisation for long-term success. Align teams around a shared vision. Innovate rather than merely optimise. Feel personally motivated and in control Recognise the value of delegation, which in turn supports the development of others The National Audit Office (NAO) highlights that while operational delivery is essential, senior leaders must adopt a “whole-system” approach that aligns policy, funding, and governance with long-term outcomes. I agree wholeheartedly with them! Beyond Time Management: Creating Strategic Space This isn’t just about blocking out time in your calendar., calling it focus time and then using that time to allow another meeting before the week is out. It’s about creating mental and organisational space for strategic reflection. Here’s how: 1. Delegate with Purpose Empower your team to own operational responsibilities. This builds capability and frees you to focus on the bigger picture. 2. Design Strategic Rituals Step back and ask: “What can I do as a leader that no one else can?” . Ask yourself "!what should I start doing, stop doing and continue to do". Weekly reflection sessions, quarterly off-sites, or even walking meetings can foster strategic clarity. 3. Build a Thinking Culture Encourage your team to think strategically too. When everyone is aligned on long-term goals, operational decisions naturally support strategic intent. It then becomes the norm to have time blocked out for thinking - time where you are not disturbed. 4. Use Strategic Frameworks Tools like SWOT, PESTLE, or scenario planning aren’t just for consultants. Use them regularly to challenge assumptions and explore new directions. Do it alone and with your team. This will create a culture of strategic thinking. 5. Get a Leadership Coach I would say this as a Leadership Coach but honestly getting a coach could be the single most important thing you do to unlock your thinking. With a Coach you talk things through, business and personal, freeing up time outside coaching sessions and not being consumed with things on your mind that you have not been able to share with anyone. Lots of my clients say to me " You are the only person I can speak to about this, I haven't told anyone, not even my partner about how I feeling about my role and life" And finally Strategic thinking isn’t a task it’s a mindset. Leaders who prioritise it not only future-proof their organisations but also inspire those around them to think bigger and bolder. Get in touch if you want to know more about developing a strategic thinking mindset

How to build your leadership after a Founder leaves

By Barbra Carlisle • June 25, 2025
Taking the reins after a founder steps down is one of the most complex leadership transitions. Founders often embody the culture, vision, and identity of an organisation. So how do you lead effectively without being in their shadow? How do you make an impression? And how easy is it to make an impression when the person before you was the person who started the organisation? It is incredibly difficult, depending on the nature of the person before you , and the culture they created when they were the leader. New leaders often look to honour the past while creating new momentum - their way. It is a tension between respect and reinvention. Without trust and transition rituals, teams can stall in founder nostalgia. Here are a few tips for you to consider: Understand the Founder’s Legacy Before you start or at least in the first three months in role, take time to understand: What the founder stood for. What were their values, vision, and leadership style. What worked well and what may need to evolve. How the team in place feel about work and about the transition. Are they grieving, anxious, or hopeful? Strategies for a Successful Transition 1. Respect the Past, But Don’t Replicate It Acknowledge the founder’s contributions, but don’t try to be a carbon copy. Your leadership must be authentic to you. 2. Communicate Transparently Be open about your vision and how it builds on the founder’s legacy. Regular, honest communication builds trust and reduces uncertainty. 3. Engage Key Stakeholders From board members to frontline staff, involve people in shaping the next chapter. This fosters ownership and reduces resistance. It will involve a lot of active listening. 4. Establish Your Leadership Identity You have the opportunity to reflect on your unique strengths, what got you the job and what your purpose is as a leader. Use this insight to define your leadership narrative. 5. Balance Continuity and Change Identify what must stay (core values, mission) and what can evolve (processes, strategy). This balance reassures stakeholders while signalling progress. And finally Following a founder is not about copying, filling shows or throwing the baby out with the bath water. It’s about walking your own path while honouring the journey that came before. It is time for strategic thinking to help you set up for your own successes and to weather the storms of new transitions. With empathy, clarity, and strategic intent, you can lead your organisation into its next era. In the UK, leadership transitions are increasingly supported by structured development programmes that focus on emotional intelligence, strategic alignment, and stakeholder engagement. These resources can be invaluable during founder succession. I am always hear to help you navigate new transitions. Do reach out if you want to think about how to be the best leader, your own way.
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