In a world in which mental health has become a priority, work reveals itself as a space of identity and purpose. We…

In a world in which mental health has become a priority, work reveals itself as a space of identity and purpose. We spend a large part of our lives at work, and that makes it much more than a place to clock in or collect a salary. Work organises our routines, defines bonds and often gives meaning to what we do. That is why what happens in the office or in our team dynamics directly impacts our state of mind.

When we feel that what we do has a purpose, that we are part of something and that our values are aligned with those of the organisation, a motivational engine appears that protects us from burnout, apathy or disengagement. But the impact of work goes beyond motivation: it directly affects our three great dimensions: the physical, the psychological and the mental. All three are activated when we work and should function coherently to keep us well. The problem is that when one of them is affected, the others sooner or later feel it too.

There, signs appear that we sometimes overlook because we have normalised them, downplaying their importance:

• Physically, chronic fatigue, muscle pain, sleep problems or even cardiovascular risks.
• Mentally, anxiety, stress or the well-known burnout (chronic professional exhaustion).
• Socially, arriving home with no energy, feeling there is no time left for relationships or losing motivation in personal connections.

What makes us unwell at work?

Many of these problems are directly linked to different circumstances called psychosocial factors — working environment conditions that can affect us and make work stop being a space for development and identity, turning it instead into a place of exhaustion.

Some of these factors translate into concrete situations that perhaps we have all experienced at some point, but which we tend to “normalise”: endless hours, impossible deadlines or excessive workloads; having to keep a smile on at all times, even when the emotional situation is difficult; having no autonomy or decision-making margin over what we do; facing poor working relationships, conflict, lack of support or favouritism; receiving requests that go against our values or principles; or living with the uncertainty of losing our job at any moment.

These factors do not only affect workers individually — with stress, anxiety, physical problems or difficulty sleeping. They also have a collective impact: more absences, less productivity, higher staff turnover and a strained working climate.

The key: prevent rather than cure

The important thing is to understand that occupational health is built (or deteriorated) day by day. That is why, rather than focusing on “curing”, we should put our energy into prevention. It is not just a matter of asking why resignations or sick leave are increasing, but of rethinking how work is organised, what rhythms are imposed, how things are communicated and, above all, how people are valued.

Preventing psychosocial risks is everyone’s responsibility: both each worker’s and the team’s and the organisation’s. Some key actions include detecting and evaluating risk factors, fostering open communication, promoting a work-life balance, improving the working environment and offering training and support to those who lead and collaborate.

At an individual level, there are also simple strategies:

1. Listen to yourself and know your limits. Pay attention to how you feel. If you notice fatigue, stress or anxiety, do not ignore it.
2. Organise your day at your own pace. Break large tasks into small steps, set priorities and take short breaks. This helps maintain concentration and reduce the feeling of constant pressure.
3. Take care of your body and mind. Three basic tasks: sleep well, keep moving and eat in a balanced way.
4. Build good relationships at work. Healthy relationships make work more manageable and satisfying.
5. Find meaning in what you do. When you see how your tasks add value or align with your principles, it is easier to maintain motivation and overcome moments of pressure or stress.
6. Disconnect outside working hours. Switch off notifications, dedicate time to your hobbies, family and friends. Resting is part of working well.
7. Do not underestimate psychosocial factors. Long hours, lack of autonomy, conflict or constant emotional demands are situations many of us have normalised. Identifying them is the first step to protecting yourself and taking action.
8. Seek professional support when you need it. Talking about occupational health is not just about individuals “learning to manage stress” — it is about teams and organisations being willing to rethink how work is organised so that employment is a space of identity and purpose; but also of real care. Talking about occupational health is, at its core, talking about quality of life.