Work stress: how to manage it

When you turn on your computer and feel like you’re already “running” behind your obligations, work stress can seem like an inevitable part of the job. But it doesn’t have to become your permanent condition. The purpose of this article is to help you separate temporary pressure from a draining pattern, understand what’s keeping it going, and try practical moves with real-world application. You’ll also see when more organized support can help you restore boundaries, focus, and a sense of control.

When does work stress exceed pressure?

A demanding week, an important presentation, or a period of increased workload does not in itself mean there is a problem. Stress can, in some cases, be motivating: it helps you prepare, prioritize, and complete a goal. The problem begins when the tension does not subside after the demanding period is over.

You may notice that you are constantly thinking about to-do items, even at dinner or before bed. You may procrastinate on tasks because you are afraid you won’t do them well enough, you may respond to messages after hours out of guilt, or you may become irritated more easily with colleagues and loved ones. Difficulty concentrating, fatigue that doesn’t go away with rest, and a feeling that no amount of effort is enough are also common signs.

You don't have to wait until you "break down" to take it seriously. Early detection is not an exaggeration. It's a practical way to protect your performance, your relationships, and your daily life.

Why stress at work persists

Work stress is not always explained by the number of hours or emails. It often results from a combination of high demands and limited control: many goals, unclear priorities, constant change, and little room to decide how to organize your work. The demands-resources model suggests that stress increases when demands consistently exceed available resources, such as time, support, and autonomy (Bakker & Demerouti, 2007).

There’s also the internal side. The thought “if I’m not constantly available, I’ll be seen as inadequate” can lead to overworking, even when no one explicitly asks for it. The same goes for perfectionism: a high standard of quality is helpful, but it becomes a trap when every task is treated as if it’s judging your worth.

For executives and people with increased responsibility, the difficulty is often different. It’s not just about personal burden, but also about decisions with consequences, team management, and the need to remain functional when others demand answers. There, the solution is not just to “relax.” It requires better planning, clear boundaries, and realistic expectations about what can be done in a given time.

Practical moves that reduce tension

Don't just organize the list - organize your attention

Start your day with three priorities that have a real impact. Not ten. If everything is urgent, nothing is truly prioritized. For each priority, define a specific next step: instead of “finish the report,” write “review second quarter sales figures for 25 minutes.”

Short, protected periods of concentration are more effective than trying to work non-stop. Turn off notifications for a limited time and decide in advance when you will check messages. If your position requires an immediate response, agree on which channels are truly urgent. The goal is not to completely disconnect, but to reduce unnecessary interruptions.

Control the thinking that fuels the stress

The cognitive-behavioral approach pays close attention to the connection between thoughts, feelings, and behavior. When the thought “if I make a mistake, I will fail” arises, don’t try to make it go away. Ask: what evidence supports it? What evidence challenges it? What more balanced thought would help me act now?

For example, “I have to do everything perfectly” can become “I want to deliver good work, but I need to decide what level of detail is commensurate with the importance of the task.” This change does not lower standards. It reduces the cost of rigid self-criticism. Cognitive-behavioral intervention has shown positive results in managing stress in work settings (Richardson & Rothstein, 2008).

Make boundaries visible and negotiable

A boundary isn’t just about when you shut down your computer. It’s also about how you communicate your availability. You can say, “I can take this on, but to deliver it properly, the deadline for X needs to move forward,” or “I can get A done today. B needs to go tomorrow.” Clarity is often more professional than silent overextension.

This isn't always easy, especially in environments with unclear expectations or a strong culture of availability. However, even a small boundary—like not bringing your phone into the bedroom or not replying to messages after a certain time—can create space for recovery.

Rest is not a reward after exhaustion

Many people put off rest until everything is done. But at work, "everything" rarely gets done. Recovery needs to be part of the schedule, not a random gap between commitments.

No dramatic changes are required. A walk without phone calls, a meal away from the screen, a few minutes of slow breathing before a difficult meeting, or a consistent evening routine can signal to the body and mind that work is over. Burnout is associated with prolonged exposure to chronic work stress, not just a tiring day (Maslach & Leiter, 2016).

The ACT approach adds a helpful question: “What small choice brings me closer to the person and professional I want to be?” It could be preparing for a difficult conversation, delegating a task, or deciding not to sacrifice sleep again for a low-importance detail. We don’t control every demand, but we can choose how we respond to it (Hayes et al., 2006).

When is more organized support needed?

If the tension persists for weeks, affecting your sleep, relationships, or ability to function at work, it is worth exploring it more systematically. Individual work with CBT tools can help you identify thought patterns, avoidance behaviors, and ways of limiting that fit the real circumstances of your life.

For people in leadership roles, CBT-based mentoring/coaching can focus on decision-making, time management, communicating priorities, and leadership without constant overload. The right choice depends on your request: sometimes you need to change the organization of work, sometimes you need to understand more deeply why a particular work pattern repeats itself.

You don't have to solve everything in one week. Choose a change that's small enough to implement tomorrow and substantial enough to give you a little more space. Calm at work doesn't mean the absence of demands. It means not having to lose yourself to deal with them.

Bibliographic references

Bakker, AB, & Demerouti, E. (2007). The job demands-resources model: State of the art. Journal of Managerial Psychology, 22 (3), 309-328.

Hayes, SC, Luoma, JB, Bond, FW, Masuda, A., & Lillis, J. (2006). Acceptance and commitment therapy: Model, processes and outcomes. Behavior Research and Therapy, 44 (1), 1-25.

Maslach, C., & Leiter, MP (2016). Understanding the burnout experience: Recent research and its implications for psychiatry. World Psychiatry, 15 (2), 103-111.

Richardson, KM, & Rothstein, HR (2008). Effects of occupational stress management intervention programs: A meta-analysis. Journal of Occupational Health Psychology, 13 (1), 69-93.