Recognizing Warning Signs: How Teams can better identify Psychological Stress

Aurelia Hack
Oct 8
6 min read

Reading time: approx. 6–8 minutes

Sometimes the signs are small, barely noticeable—a colleague withdraws, someone who is usually enthusiastic seems tired, or is increasingly forgetting appointments. Teams sense that something is wrong, but often lack the words or framework to openly address it.

Why you as a manager, HR or employee should urgently take a look:

According to an international survey , more than half of employed people reported experiencing above-average levels of stress in the last two weeks – and around 27% of sick days are now due to psychological stress.
A cohort study from Scandinavia shows that those who have good psychosocial resources at work – that is, support from leadership, good cooperation and fairness – have a significantly lower risk of sleep disorders.
Studies in healthcare professions during and after COVID-19 demonstrate that stress, burnout, and bullying are not exceptions, but part of everyday life. Importantly, early detection and intervention have a preventative effect.

If teams learn to recognize warning signs – before the situation escalates – many things can be prevented: from absenteeism to loss of productivity to long-term health consequences.

Typical warning signs: What you should notice as a team

Psychological stress is rarely loud. Often, it creeps in slowly – almost imperceptibly. That's precisely what makes it so dangerous. However, if you look more closely at the team, you'll usually recognize it long before it leads to failure or burnout. It's the small, subtle changes that count.

Perhaps you notice that someone who used to be lively in discussions suddenly becomes silent or withdraws more often. Or that a colleague who is usually so organized forgets appointments and tasks take longer to complete. Mood swings, irritability, or excessive perfectionism ("I can't make mistakes") can also be warning signs.

Sometimes stress manifests itself physically: frequent headaches, sleep problems, constant fatigue. Or through social changes – people appear less frequently in team chats, check in late in the evening or don't check in at all, and seem more distant.

Another often overlooked sign: overcommitment . Employees who are always rushing to get something done and are constantly available may be internally exhausted. What appears to be motivation is sometimes an attempt to compensate for internal pressure.

In short: If energy, presence or emotions seem noticeably different – it’s worth asking.

Not with "What's wrong with you?", but with "I've noticed you seem tired lately – how are you really doing?"

These little conversations are the best early warning systems a team can have.

Practical tips: How teams can recognize warning signs and act

Here are concrete strategies for you as a manager, HR employee, or employee to take action – with tools that are realistic and immediately implementable.

For managers

Pulse check start of the week
- How: Every Monday or Tuesday, a short 5-minute team check-in: Everyone shares one thing that's going well and one that's currently bothering them. No blame, just awareness.
- Goal: You regularly get a snapshot of your mood and recognize stress early on.
Shadow Signals Protocol
- How: In meetings/1:1 sessions, specifically observe signs such as concentration problems, forgetfulness, or withdrawal. Note down specific observations (e.g., "X didn't get a chance to speak in two meetings," "Y often seems tired") and discuss them confidentially if necessary.
- Goal: You become more sensitive to subtle signs and can intervene early.
Establish a team early warning system
- How: Develop a small tool or checklist with your team (e.g., 5 criteria) that can be reviewed regularly: e.g., "How's your energy level?" "Who feels overwhelmed?" "Is there any withdrawal?" Use 1:1 sessions or monthly team meetings for this.
- Goal: You create a culture in which warning signs can be identified – not only when things become critical.

For HR

Psychosocial risk screenings
- How: Conduct semi-annual or annual anonymous surveys or questionnaires in which employees rate, for example, role clarity, work intensity, and support.
- Goal: You will see structural stress areas and be able to plan targeted measures.
Train-the-Eye Workshops
- How: Training sessions in which managers and employees learn to recognize typical warning signs – for example, using case studies and role plays.
- Goal: You build a common vocabulary and awareness of warning signs.
Feedback Culture Booster
- How: Implement a semi-annual feedback tool, e.g., via a digital tool, where employees can provide anonymous feedback on workloads, recovery times, leadership, and collaboration. The results are aggregated and shared with managers, along with suggestions for improvement.
- Goal: You create transparency and accountability – and recognize warning signs at the organizational level.

For employees

Daily Signal Snap
- How: Every day, make a short note: “How was my energy today?” “Was there a moment today that stressed me out a lot?” Write down what you observe (e.g., lack of motivation to do tasks, withdrawal).
Mood & Task Mapping
- How: For a week, document which tasks particularly stressed or motivated you. Then reflect: Which tasks should I avoid, when are breaks necessary, and when do I prefer to work in periods of concentration?
Buddy Watch
- How: Find someone on the team you trust—and agree to check in on each other for any issues: Who seems different? Who's withdrawing? Regularly conduct a brief, honest, and confidential check-in.

What to do if warning signs appear

When you see the first signs or sense that something is wrong, the most important thing is: don't look away.

Because silence increases stress – speaking up can often alleviate it.

1. Offer the conversation – openly, without diagnoses

As a manager or colleague, it's not about analyzing or judging problems. It's about listening. Phrases like, "I've noticed you've been quieter lately. I just wanted to hear how you're doing," open up space without creating pressure.

Important: The conversation should be confidential, quiet and undisturbed.

And if you're unsure how to conduct such conversations, you can take advantage of Mental Health First Aid training as an HR or team leader – programs that are scientifically based and teach practical conversation techniques.

2. Enable recovery and relief – realistic and short-term

Not every stress requires therapy or sick leave. Small, immediately implementable relief measures often help:

Redistribute tasks for a few days or re-prioritize together.
Allow flexible break times or create meeting-free zones.
Communicate a clear “offline time” – e.g., no messages after 6 p.m.

If you are a leader, signal that rest is not a sign of weakness, but of responsibility.

And if you're in HR: Check whether your work schedule allows enough time for real breaks and regeneration – especially after intensive project phases.

3. Actively provide support – don’t just offer it

Many companies offer support services (EAP, coaching, external consulting), but hardly anyone uses them – often because no one knows how.

Therefore:

Make visible what specific support services are available (e.g. internal coaching offers, company social counseling, psychological hotlines).
Communicate them regularly – in team meetings, intranet, Slack channels.
Emphasize that the use is confidential and non-judgmental.

If you're in HR, a "Support Navigator" can help – a simple overview on the intranet or as a PDF that shows employees exactly where to go if...

Managers, in turn, should know when and how they can refer employees to such places – and that this is not “pushing them away,” but rather support.

4. Follow up – without pressure, but with interest

A single conversation is rarely enough. Arrange to catch up briefly after a week or two: "How have things been going? What's helping you right now?"

This way you show genuine interest – and ensure that stress doesn’t slip under the rug again.

Conclusion:

Psychological warning signals are not accusations, but invitations to look. Recognizing and naming them, and translating them into calm, respectful conversations not only prevents escalations but also builds trust, security, and genuine team spirit.

If you want a healthy team culture in your company to be consciously created rather than left to chance, let's talk.

In my keynotes, I demonstrate how psychological safety, healthy working practices, and mental health form the basis of a strong team culture.

Let's get in Touch