Slow decisions
The call takes longer, gets reopened or uses more senior time than it should.
The pressure cost calculator
See what slow decisions, repeat workand escalations may be costing you.
Use your own figures to estimate the yearly cost of recurring pressure problems, including lost team time, repeat work and senior people being pulled in.
Pressure costs moneywhen it changes how people work.
People pulled in
More people stop useful work to fix an escalation or make up for unclear ownership.
Rework
A rushed decision, poor handover or missed detail means completed work has to be done again.
Slow recovery
The immediate event ends, but the next piece of work starts with the team still carrying it.
Use your own numbers.Keep them cautious.
Pick one type of event, such as a client escalation or deadline clash. Use figures you can explain and change any input to match your team.
The wider cost of pressure
A separate estimate including absence, working below par and replacing staff. Adjust the numbers and your estimate of pressure’s share.
Likely cost, per year£41,795
How this estimate works
Built on numbers every owner already knows. It assumes the UK average of six sick days per person per year, prices a day at salary divided by 230, counts working below par at 6% of payroll - the government’s Keep Britain Working review puts presenteeism at four to nine lost days per person a year - and prices replacing a leaver at 75% of salary in fees, ramp-up and lost momentum. The final slider then scales everything down to only the share you attribute to pressure. Deliberately conservative: treat it as the floor, not the forecast.
Simple enough to check yourself.
How often
How many times the same kind of pressure problem happens in a typical month.
People involved
How many people get pulled in and how much useful time each event uses.
Repeat work
The hours spent reopening, correcting or repeating work afterwards.
Senior time
The leadership time used to fix something the team would normally handle.
Hourly cost
A sensible hourly estimate for the team and the senior people involved.
Faster return
The possible value of people getting back to useful work sooner. It is not a promised saving.
What this number means
It is an estimate of time and cost being absorbed today. It is not a promise that Paul will recover every pound.
Use it to decide whether the problem is worth investigating and which real business number should be followed if you act.
The principle
Your figures. Clear assumptions. A useful starting point.
What keeps creating the cost?
Tell Paul what keeps happening. He will tell you whether the team needs training, whether the process itself is broken, or both.
Book 15 minutesSee the Pressure Reset