Meetings come thick and fast, notifications never stop, and last-minute emergencies disrupt the day. We still reply to one last email, skip a break, or agree to yet another meeting. Until fatigue, stress or a loss of motivation sets in.
Mental health at work depends on simple habits that everyone can adopt, but also on managerial practices that reduce pressure at source. Here are 7 practical tips, for employees and managers alike.
📌 Key points to remember
- Breaks and notification-free periods are productive: they reduce mental fatigue and protect your ability to concentrate.
- Clarifying what is urgent and setting boundaries makes the workload visible and allows you to prioritise.
- Spotting early warning signs (fatigue, irritability, sleep disturbances) enables you to take action before you reach your limits.
- Mental health is a collective issue that depends on the organisation of work and the training of managers.
1. Think of breaks as an investment
Two hours in front of the screen, the same sentence reread three times: your brain is crying out for a break.
The right thing to do: take proper micro-breaks.
- Get up and walk around for a few minutes after a period of concentration.
- Have a coffee without checking your emails.
- Step away from the screen regularly, even briefly.
Breaks reduce mental fatigue and restore cognitive capacity.
2. Cracking down on false emergencies
“Can you sort this out for me quickly?” A seemingly innocuous request can turn a well-organised day into a race against the clock.
The right approach: distinguish between what’s urgent and what’s important by asking a simple question: “When do you actually need this by?” A request that’s presented as urgent can often wait until the next day.
From a manager’s perspective, clarifying priorities and deadlines reduces unnecessary pressure on teams.
3. Having the courage to set professional boundaries
Saying ‘yes’ to everything gives the impression of a committed employee. But at what cost?
The right approach: replace the automatic ‘yes’ with a constructive response: ‘I can take care of that, but it means postponing another priority. Which would you prefer to prioritise?’
This phrasing highlights the workload and encourages you to make a choice. Setting a limit isn’t a sign of a lack of commitment; it’s about maintaining the quality of your work.
4. Replace the automatic ‘How are you?’ with a genuine question
“How are you? – I’m fine, and you?” These routine exchanges reveal almost nothing about how our colleagues are really feeling.
The right approach: ask an open-ended question.
- “How are you coping with your workload at the moment?”
- “What’s taking up most of your energy at the moment?”
- “What would you need to be able to work with greater peace of mind?”
For managers, the key is then to listen without judgement and to take action when a problem is identified.
5. Turn off notifications to regain your focus
A Teams message, an email, a notification, then another message. It’s hard to stay focused!
The right approach: set aside periods free from distractions, when work allows.
- Set aside 30 to 45 minutes for a demanding task.
- Temporarily disable non-essential notifications.
- Agree as a team on which channel to use in the event of a genuine emergency.
The aim isn’t to become unreachable, but to regain control of your attention.
6. Recognise the warning signs before reaching your limits
Unusual irritability, persistent tiredness, difficulty concentrating, sleep problems, feeling overwhelmed: these signs should be taken seriously.
The right approach: take stock at the end of the week by asking yourself three questions:
- What gave me energy?
- What drained my energy?
- What practical changes can I make next week?
If difficulties persist, it is important not to cope alone and to seek help from a healthcare professional or your company’s support services.
7. Making mental health a collective issue
Breaks, managing stress at work and the ability to set boundaries are invaluable. But they are not enough if the organisation perpetuates constant overload, conflicting demands or a toxic working environment.
The right approach for businesses: to integrate mental health into managerial practices:
- realistic objectives and clear priorities;
- opportunities for dialogue about the reality of the work;
- vigilance regarding early warning signs of psychosocial risks;
- managers trained to listen, manage workloads and guide their staff.
Looking after mental health isn’t just about learning to cope with pressure. It’s also about tackling the root causes.
Moving from good intentions to best practice
At Groupe DMM, we firmly believe that sustainable performance depends on putting people first. For over 30 years, we have been supporting organisations in developing behavioural and managerial skills.
To help employees and managers take concrete action:
- Switch off to recharge better
- Taking a break is productive
- Stressed, but not overwhelmed!
- Spot the warning signs before it’s too late
Our training courses prioritise hands-on experience and practical application to transform new insights into professional habits.
