Guidance needed - management and dropping the ball

[Mummydelight]

I’ve been in my job 7months in sales management and last month successfully completed my probation.
I cover a huge patch and manage multiple sales teams - each having their own issues.
The workload is quite heavy - manageable when I wfh however as I need to also be on site visiting teams wfh has become very rare and my role has required me to be on site more often.
Its year end so work has been extremely pressured and I’ve been prioritising what’s been needed however because of this and the time consumption of other things I’ve realised there’s some things I’ve let the ball drop on.
It seems my manager has also picked up on this.
One thing I’ve found I’ve dropped on he hasn’t yet - however it’s quite big and now I’m debating whether to own up on it because I’m very honest or am I better to try and wing it a bit longer in the hope I can sort it out.

I’m not sure what I’m asking for really but I just feel really overwhelmed with everything, I take so much pride in doing a good job, and until recently I had been doing extremely well and receiving positive feedback from top management also.
The dynamic of the team isn’t the best and people are always walking on eggshells. It’s extremely reactive and I find myself battling through my job load - not taking a lunch break and still picking emails up in the evenings and weekends.

But realising I’ve dropped loads of things and evidently now I’m getting picked up on these has given me complete anxiety that I’m now going to loose my job and I’m dreading tomorrow.

Has anyone any helpful advice?

To add: I was made redundant from the same role elsewhere and it took me 9 months to find this role now. It really took my confidence.

Unless it's very hideable or disciplinary level, I would suggest telling your manager - it will look worse if you get caught hiding it. But go in with a plan or several possible plans for resolution. (In a similar situation of uncovering a problem, I have booked in an afternoon meeting and then spend the morning throwing myself at the problem. So that I look like I've escalated quickly, but had something to bring to the table - you'll know what 'escalating quickly' looks like in your org and then stretch the timescale accordingly).

On a wider note, I'm assuming/hoping that you mentioning it going well means that sales targets have been met or generally management have been happy with the revenue generation? If so, then take a deep breath! You need to work collaboratively with your manager on managing the full workload without burning yourself out - but ultimately you did the most important bit, and they should be seeing and treating you as a valuable asset. Treat yourself like one too, you are doing a good job!

What I am taking from this is that there doesn't seem to be much in the way of formal management support. If the workload becomes impossible at certain times of the year, how are you discussing this with your manager and agreeing priorities? At one level your manager shouldn't be in a position to have to "pick up on things" - priorities and issues should be a regular part of 121's and an ongoing discussion.

And why are the teams walking on eggshells?