In 2025, there have been similar concerns across the variety of sectors in which we support individuals, teams and those responsible for internal culture and development, mainly in relation to increasing demand, anxiety for the future and the subsequent impact on efficiency and success.

The good news is that we’ve been told that our services have made valuable contributions by identifying and overcoming obstacles to confident and productive working, so we have highlighted our Top 3 issues from the past year for you to keep in mind for 2026.

1. Stress

Whether it’s been in face-to-face meetings or group training sessions, stress has been quickly mentioned as a problem across the board. Whilst we have made great progress in identifying, talking about and destigmatising conversations about stress, the awareness seems to have meant people no longer see this as a personal, temporary issue, but a systemic challenge throughout organisations that needs to be addressed.

Managers we support have reported that, whilst there are many conversations about well-being and the value of work/life balance, the demands of challenging markets, new technologies, the need for innovation and restructured teams mean that it is increasingly difficult to implement in the real world. For that reason, we have been highlighting resilience, capability and confidence.

Meetings also came under fire during the last year. Whilst it is tempting to call a meeting to look productive, inclusive and, perhaps, check up on remote teams, many seem to be contributing to stress levels. Whilst sat in a meeting, people have told us they are using up their energy to maintain engagement and concentration, whilst worrying about the work they are being prevented from doing. This all leads to anxiety, exhaustion and possible resentment – the exact opposite of what a successful meeting should achieve.

2. Pressure

Whether as the cause or effect (or both) of personal and cultural stress, people have been telling us they feel under pressure.

Business leaders have confided in us feelings of isolation, managers have admitted they have been guilty of passing down the pressure they are under to the teams for which they are responsible, and many people have said that unrealistic expectations are hindering their performance.

AI has been mentioned as a source of anxiety, even amongst those who are supportive of innovation. We have been told that people feel ignorant, unprepared and apprehensive about the advance of technology and how it might impact their industry, organisation and careers.

If not experiencing it themselves, people have shared numerous cases of burnout they had witnessed and felt empathy for. There were also instances where, despite being empowered to make a decisions, people found themselves hesitant to do so, fearful of unintended consequences and stalling progress.

3. Engagement

If people are feeling pressured, stressed and overwhelmed in trying to achieve what they think is being asked of them, managers should be checking in to make sure their perception is correct.

Though a rise in the number of meetings can cause problems, we have found that purposeful, structured and collaborative weekly check-ins not only demonstrate and provide support, but give the opportunity to voice minor difficulties and concerns before they grow into seemingly insurmountable problems.

The offer of one-to-one, confidential ‘safe space’ meetings have also proved effective in building trust and respect, and we have been offering managers personally tailored tools to carry these out with greater compassion and more effective outcomes.

When carefully managed and well-communicated, staff surveys that have been followed up with feedback and recognisable action also proved welcome demonstrations by business leaders of engagement with staff at all levels, who have raised concerns and anxieties within organisations.

Conclusions

2025 confirmed that emotional intelligence, purposeful engagement and open communication made for effective leadership and high-performing teams. In an increasingly digital landscape, human connection proved more valuable than ever.

We all know that organisations thrive when their people do, but in a time of rapid change, debates about work models, challenging business climates, and genuine personal care for a workforce provided stability, calm, motivation, and productivity.

2025 showed us all leaders and managers need support, not just expectations. Employees need confidence, not just empowerment. Teams need trust, not just skills. And organisations need to invest in the human elements of work as much as they do technology, process, and strategy.