The prevailing discourse in some workplaces talks about productivity resulting from the positivity emanating from human resources. Of course, these are like resonant slogans, while subtle and repetitive practices that gnaw at the depths of the employee without noise go unnoticed.
Here I am talking about daily psychological pressures that are invisible, but they are reflected in the soul, exhausting it, dissipating its passion, and transforming the work environment from a space of growth into a closed circle of depletion.
These pressures appear in various forms, most notably deliberate marginalization, belittlement of efforts, unfounded harsh criticism, or a constant feeling of being unappreciated. It is often practiced by administrations based on the logic of control rather than leadership, which spread fear instead of safety, and frustrate ambition instead of refining it.
This type of organizational behavior not only stops the wheel of development, but also instills indifference in people, and turns teams into isolated groups that seek survival more than they seek achievement.
The danger of these phenomena lies in their silence. It is not measured in numbers or reports, but it is evident in the exhausted eyes, in the decline of initiatives, and in the coldness that surrounds the meetings.
An exhausted employee does not aspire, but rather avoids loss. He turns away from confrontation, and over time turns into a silent version of himself, physically present and mentally absent.
True leadership does not stem from authority, but from a deep understanding of the team’s capabilities, and from building an environment that empowers, not restricts. An inspiring manager does not raise his voice, but rather raises the ceiling of confidence. As for those who prove their presence by weakening those around them, they are like hidden obstacles that kill creativity and close the doors to change from within.
The psychological burnout that occurs is not a passing symptom, but rather a direct result of an organizational culture suffering from deep imbalances. A culture that replaces trust with control, motivation with skepticism, and safety with fear. When an employee feels that every day is a battle for survival, belonging withers, cooperation erodes, and work teams turn into distant islands, governed by negative competition rather than a common desire for progress.
Therefore, reforming work environments begins from the top, from reviewing the administrative philosophy that governs the organization. It is necessary to rehabilitate the human element, not as a tool for implementation, but as a focus for creativity and production. Here, it is not enough to build organizational structures, if there is no investment in the person himself.
Today, there is an urgent need for an approach that restores balance and transforms the workplace into a space that inspires the employee, not exhausts him, and appreciates his efforts and does not monitor him with suspicion. Creativity is not extracted under pressure, but rather flourishes in an environment where the employee finds appreciation, reassurance, and belief in his abilities.
Let us remember, an organization that embraces its employees creates success from within, because it believes that a productive person is one who works with his heart, not just his hands, and gives his work energy that stems from a sense of belonging, not from a heavy duty.
