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  • being withdrawn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

Tips on worklife balance for busy leaders

By Barbra Carlisle • May 1, 2025
A 2023 survey by The King's Fund revealed that 62% of charity CEOs and 54% of NHS trust CEOs reported feeling "often" or "always" exhausted. Ok so iits not 75% or 80% but it is higher than it should be! The reality: There is no such thing as a perfect balance but there are sustainable practices. I have kept this post short to encourage you to read it, and then go and take one positive step forward to improving your work life balance. Could you… 1 . Set clearer boundaries for yourself and others?. The Chartered Management Institute (CMI) recommends CEOs implement "protected time" policies — such as no-meeting Fridays or setting hard stops on email access outside working hours. My diary is time blocked, colour coded with reminders. 2. Prioritise peer support. According to ACEVO’s CEO Wellbeing report, peer groups and coaching dramatically reduce feelings of isolation and burnout among leaders. Guests on The Unlikely Executive podcast regularly tell me that peer groups reduce the feelings of loneliness. 3. Recognise that micro-recovery matters. Studies by the University of Manchester show that short, deliberate breaks (even 5–10 minutes) increase cognitive resilience in high-stress environments. I used to walk along Camden canal for 15 minutes and often had a brainwave! 4. Reframe balance as a dynamic concept. The Mental Health Foundation suggests treating work-life balance like "a dance, not a destination" allowing flexibility and seasonal shifts in work focus without guilt. If you have a dip at 2pm, recognise this and avoid hefty meetings at this time. 5. Invest in personal leadership. Self-awareness and self-management, key components of emotional intelligence, are the bedrock of sustainable leadership (CIPD Learning & Development Survey, 2023). Coaching can help you keep perspective and enjoy your role. Question: If you were to audit your current wellbeing, what one small change could you make this week that would pay dividends? If you have any thoughts on this post do email barbra@gleecoaching.com or what’s app her on 07952311806 Repost to someone else you know who could benefit from a bit sized moment on achieving work life balance. ________________________________________ Sources: • The King's Fund, The Wellbeing of Leaders in Health and Care, 2023 • CMI (Chartered Management Institute), Leading in a Changing World, 2022 • ACEVO, Leading Wellbeing: The Health and Wellbeing of Charity Leaders, 2022 • University of Manchester, Cognitive Resilience and Recovery Research, 2021 • Mental Health Foundation, Work-Life Balance: A Review of the Evidence, 2022 • CIPD, Learning and Development Survey, 2023

How to Navigate Mergers and Demergers

By Barbra Carlisle • May 1, 2025
While there are considerably few charitable mergers now than 10 years ago in the UK the total value of merger delas in 2023-24 hit £192 million. And last year there was a 31% increase in mergers. Leading a merger whether it is a strategic opportunity or a last resort can be a nightmare, even when everyone is ‘on the same page’. The Charity Commission for England and Wales reported in its 2022 guidance on charity mergers that while mergers can deliver stronger services, cost savings are rarely immediate and cultural alignment is the biggest risk factor. Here we focus on the latter. Due diligence is non-negotiable. Beyond finances, leadership teams must examine organisational values, governance structures, and service delivery models. Engage, engage, engage stakeholders Research by ACEVO (Association of Chief Executives of Voluntary Organisations) found that poor communication during mergers was the leading cause of disruption and dissatisfaction among charity staff and volunteers. I remember walking into a room of board members of a recent LSVT who were all smiles, saying it had been a wonderful experience for all involved. An hour later I walked into a room of tenant representatives…. Guess what they told me? A totally different story! Engage early! Demergers are not failures. The NCVO (National Council for Voluntary Organisations) points out that demerging can sometimes be the best way to refocus mission and impact. Clear exit strategies and open communication are critical. Matt Cliff, CEO of the recently demerged Bradbury Fields told me he was energised to be focused on the organisation’s core purpose now. Tips to navigate success: ✅ Build a joint vision early ✅ Respect legacy and culture ✅ Communicate transparently with beneficiaries, funders, and the public Reflection: If your organisation is considering a merger (or undoing one), have you put culture and communication at the centre of the strategy? Whats App Barbra on 07952 311806 to share your thoughts on this article or email barbra@gleecoaching.com Share and repost to someone who you might think get some value from reading it. Sources: Charity Commission for England and Wales, Making Mergers Work: Guidance for Charities, 2022 ACEVO Speaking from Experience: Charity Mergers and Collaboration, 2021 NCVO, Thinking About a Merger? Practical Guidance for Charities, 2022 Eastside People Ltd -website accessed 27th April 2025
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