In our recently released State of Workplace Wellbeing Report 2026, we uncovered a striking piece of data. Only 50% of respondents said they were able to identify the peak times when they really needed their energy. Even more notably, 40% said they were unsure, and that figure has risen from 29% last year.
So while many people are experiencing pressure at work, a growing number are unclear about when that pressure will matter most. They cannot easily look ahead in the diary and identify the moments that will require them to be at their best. The big presentation. The client pitch. The board meeting. The leadership offsite. The difficult conversation. The major launch.
These are the moments I call your “Wimbledons”. And to me, this points to a significant opportunity to do things differently.
Predictable pressure should be manageable
Not all pressure at work, or in life, is avoidable. In fact, some pressure is entirely predictable. Most industries and roles have recurring peaks, known deadlines, key meetings, seasonal demands or moments of heightened intensity. The pressure may be real, but it should not come as a surprise.
And if pressure is predictable, it should be planned for, not paid for with burnout.
Yet, people work as though every day carries the same weight. They move from task to task in a constant state of reaction, without distinguishing between what is routine and what really matters. They spread their energy thinly, fail to prepare properly for key moments, and neglect recovery afterwards.
Because when people do not know when they need to peak, they often try to operate at a high level all the time. And that is rarely sustainable.
The real issue is not pressure. It is poor visibility.
Pressure itself is not always the problem. The real issue is often a lack of visibility.
If someone cannot identify the moments that will require the most from them, how can they prepare? How can they protect energy in advance, manage mood and motivation, or create space to recover afterwards?
Without that visibility, work becomes a constant drain rather than a cadence of effort and recovery.
That is one of the reasons I think this data matters so much. If only half of your people can identify when they really need their energy, that leaves a huge number of individuals and teams vulnerable to unnecessary stress and avoidable burnout.
Think like a workplace athlete
One of the most useful shifts we can make is to start thinking more like workplace athletes.
Athletes do not leave peak performance to chance. They know when the big moment is coming. They prepare deliberately. They build physical energy, mental focus and emotional readiness ahead of time. Then afterwards, they recover.
That predict, prepare, perform, and recover cadence is what allows them to perform at the highest levels repeatedly, and when it matters most
As the pace of work accelerates, people are expected to deliver at the highest level consistently, but are not always given the conditions and the resources that make that sustainable.
If we want people to perform well without burning out, we need to help them recognise their “Wimbledons” and prepare for them properly.
A better question for leaders
This creates a simple but powerful opportunity for leaders. Instead of only asking how people are coping, perhaps we should also be asking:
Can they see what is coming?
Do they know which moments will require the most from them?
Are they being supported to prepare for those moments and recover afterwards?
Even better, do it as a team. What are those predictable peaks everyone knows are coming, and how can we make sure we prepare for them.
Cadence in action
I promise this can work, but don’t just take my word for it! I had the pleasure of delivering my Cadence keynote to Bunzl back in 2022, and I was delighted, all these years later, to get this feedback from Mark, their MD.
Listening to Leanne talk about Cadence in 2022, as I began my first MD role, gave me a framework that’s been central ever since. You can’t do it all, but you can be ready for the moments that matter – major conferences, critical meetings, key reviews.
Each year, my assistant and I identify those moments and track progress weekly. I’m match fit more often in the game I play – better for my role, my team, my business and at home.
~ Mark Speak, MD Bunzl Retail
When people can predict the moments that matter, they can work differently. They can conserve energy ahead of key demands. They can gather the focus, motivation and resilience they need. They can recover with more intention once the moment has passed.
That is better for performance, and it is better for wellbeing too.
Burnout should not be the default outcome
If pressure is a known part of modern work, then we need a better response than simply asking people to endure it.
Predictable pressure should not create predictable burnout.
It should create better planning. Better self-awareness. Better conversations. Better recovery. Better performance.
When people can identify the moments that matter most, they are far more likely to show up well for them. And when organisations help people do that consistently, they create an environment where high performance is more repeatable, and burnout is less likely; everybody wins.
That feels like an opportunity worth paying attention to.
What do you think? Does that idea resonate? Are you already helping your teams identify their “Wimbledons”?
If this message resonates, I’d encourage you to download the State of Workplace Wellbeing Report 2026 and explore the wider data. It paints a clear picture of the challenges organisations are facing, but also the opportunities to support people more effectively.
And if you think this is a message your people need to hear, let’s talk. I’d love to help you turn these ideas into something practical, engaging and lasting for your organisation.
