Stress Management & Sustainable Resilience at British American Tobacco
The challenge
In fast-paced environments like British American Tobacco, pressure is a given. High standards, global complexity, and constant change are part of the terrain. But when pressure becomes chronic, it can erode not only performance, but presence, motivation, and clarity of thought.
The challenge for BAT’s HR team was how to equip their people to meet it differently. The focus of the session was to build a deeper, more sustainable form of resilience, rooted in noticing sooner, pausing more intentionally, and responding with awareness rather than reactivity.
Across the group, a powerful question emerged: What does it look like to take personal responsibility for how I show up under pressure?
The methodology
Delivered as an in-person keynote followed by a practical workshop, the session blended science with self-awareness and gave participants tools to reflect on how they respond to internal and external demands.
The design drew on:
The neuroscience of stress, helping participants understand how the body and brain respond to challenge, and what it means to operate from a regulated state
Self-leadership models, focusing on personal responsibility, emotional regulation, and the ability to shift from autopilot to intentional action
Performance curve theory, exploring how to stay in the optimal stress zone without tipping into overwhelm or disengagement
The session included:
An energizing keynote on pressure, energy, and personal patterns of response
Practical tools for grounding, resetting, and reclaiming focus during high-stakes moments
A reflection exercise on energy leaks and boundaries
Peer dialogue to share insights and personal strategies
Rather than focusing on generic resilience tips, the session emphasized the importance of self-awareness. Participants explored what thriving looks like for them, how they tend to respond under pressure, and what needs to shift in order to stay grounded and effective.
What emerged
Pressure is part of the problem
Participants reflected on how pressure itself is not harmful, it can sharpen focus and boost performance. The real issue is what happens when it becomes unmanaged, neglected, unspoken, or internalized.
Resilience requires recovery
One insight that resonated across the group was the idea that resilience is not the ability to keep going, but the ability to recover well. Leaders explored how micro-practices of recovery (mental, physical, emotional) could be built into the flow of the day.
Awareness before strategy
Before applying any tool or tip, participants practiced tuning into their own internal state. Am I reactive or responsive right now? Am I grounded? What am I avoiding? This pause created space for more intentional choices.
Responsibility is personal
Each person recognized that while they cannot control the external pace or demands of their environment, they can influence their inner posture. Taking ownership of their reactions, boundaries, and energy emerged as a key leadership mindset.
The impact
The session opened up honest, energizing conversations among BAT’s professionals. Many described feeling seen in their current reality, acknowledging how pressure shows up in the body, in relationships, and in the choices they make under stress.
Participants walked away with a stronger sense of agency, more practical ways to support themselves and their teams, and a shift in mindset: from coping and reacting, to leading from a place of clarity and presence.
For more insights on workshops like this check out our corporate Learning & Development Programs