Organizational Healing

1) The weight of unrealistic expectations

Consider the expectations placed on employees—tight deadlines, overwhelming workloads, and the omnipresent demand to “go above and beyond.” While often celebrated as a hallmark of dedication, such pressures are frequently unrealistic, unmanageable, and unsustainable. The result? Employees internalize these demands, pushing their limits until exhaustion becomes their baseline. 

But organizations, much like individuals, resist change. It’s easier to normalize stress than to question the structures perpetuating it. The first step, then, is for leaders to pause and ask: “What are we modeling as acceptable in our workplace? Are we, as managers, role models of balance and well-being, or do we perpetuate the very stress we seek to alleviate?”

2) The role of clarity 

Ambiguity is another hidden stressor. When employees are unsure of their roles, responsibilities, or expectations, they live in a state of constant hypervigilance. They may feel undervalued, unsupported, or unsure of their worth. This, too, is a form of stress—not the acute kind but a chronic erosion of trust and engagement. 

Organizations can, and must look beyond mere job descriptions. They must ask: “Do our people feel seen, heard, and understood in their roles?”, “Do they know how their contributions align with the organization’s larger mission?” Clarity, in this sense, isn’t just about tasks; it’s about fostering a sense of purpose.

3) The relationships

Healthy workplaces are built on healthy relationships. When employees feel unsupported, isolated, or caught in the crossfire of office politics, the workplace becomes less of a community and more of a battlefield. Many organizations overlook the simple truth that connection—and its absence—can make or break an employee’s experience.

Leaders must recognize that their role extends beyond managing tasks; they are the custodians of workplace culture. They must model kindness, collaboration, and authenticity. A workplace where support is abundant and relationships are nurtured is not just less stressful—it is a place where employees can thrive.

4) Moving toward healing

It is the organization’s leadership that must embody first the very changes they seek. This includes setting boundaries, respecting work-life balance, and openly addressing stress without stigma. A manager who models self-care and mindfulness sends a powerful message: it is okay to prioritize well-being over relentless performance.

Healing often begins with acknowledgment. Organizations must acknowledge their role in creating stress and commit to transforming their structures and cultures. This might mean rethinking how workloads are distributed, ensuring deadlines are fair, or providing tangible resources to support mental health. It might also mean redefining what success looks like—not just in terms of output but in the quality of life employees experience.

5) The path toward a healthy future

Workplaces are not separate from the individuals who inhabit them; they are a reflection of collective values, priorities, and habits. As stress levels continue to rise globally, organizations have an opportunity to lead the way—not by offering quick fixes but by addressing root causes.

Let us move beyond checklists and surface-level solutions. Let us create workplaces that foster connection, clarity, and care. Let us heed the signals of stress—not as a nuisance to be silenced but as an invitation to transform. In doing so, we don’t just improve productivity; we honor the humanity of the people who make it possible.