Anxiety at Work

Why do so many workers feel overwhelmed, left out, or paralyzed by fear? In Anxiety at Work, Anthony Gostick explores how leaders can identify and address workplace stressors to create healthier, more productive teams.

1. Younger workers feel overwhelmed by uncertainty and job insecurity.

Workplace uncertainty has significantly increased anxiety levels among younger workers, who often grapple with the stress of an unpredictable job market. Events like the 2008 financial crisis, combined with the looming threat of automation, have made the future seem unstable for many. This is exacerbated by the COVID-19 pandemic, which created abrupt changes, displacing workers and leaving them feeling powerless over their careers.

Millennials and Gen Z workers often feel exploited, juggling precarious freelance or contract-based jobs, sometimes after incurring student debt for their education. This leads to a sense of replaceability, heightening a culture of relentless competition and requiring constant availability. This "always-on" mentality fuels what commentators call "generation paranoia," characterized by a constant fear of falling behind.

Leaders have the power to reduce some of this uncertainty. For instance, when FYidoctors was forced to close clinics during the pandemic, their leadership team proactively kept staff informed through daily Zoom briefings. By being transparent and fostering open communication, they helped employees shift from panic to mutual understanding and calm.

Examples

• Millennials frequently cite concerns of being replaced by automation as a key stressor.
• FYidoctors reduced team anxiety through clear, consistent communication during the pandemic.
• Younger employees often work longer hours to avoid seeming replaceable in today’s gig economy.

2. Healthy debate drives team productivity.

Conflict isn’t always harmful in a workplace. On the contrary, open disagreement and debate fuel creativity and problem-solving. However, many workers find difficult discussions and critical feedback anxiety-inducing, leading them to avoid conflict altogether. This avoidance can stifle collaboration and innovation, ultimately holding teams back.

High-performing teams actively encourage debate. This ensures all voices are heard, promotes ownership in decision-making, and builds trust among team members. When every person knows they’re valued for their contributions, productivity and engagement soar, as their input becomes part of the final outcome.

Leaders can foster healthy conflict by making space for everyone to speak in meetings. A simple practice like directly asking team members for their opinions ensures no one is left out. It’s also crucial for managers to emphasize honesty and back arguments with facts, creating a safe and constructive environment for disagreements.

Examples

• Employees who regularly express their opinions feel more engaged with their projects.
• Managers can end meetings by asking quieter team members for their thoughts, encouraging inclusive conversation.
• Teams cultivating debate often make stronger, evidence-based decisions that drive better outcomes.

3. Discrimination causes unique stress for marginalized employees.

Anxiety in the workplace affects everyone differently, but for marginalized employees, their identity often contributes to heightened stress. Discrimination and unconscious bias create environments where employees from minority backgrounds may feel unsupported or unsafe. This results in elevated rates of mental health challenges, such as anxiety and depression, among diverse groups including ethnic minorities, LGBTQ+ individuals, and people with disabilities.

The data is stark. In the United States, Black employees are 20% more likely to experience severe mental health concerns but are less likely to receive workplace support. LGBTQ+ workers also report significantly higher rates of anxiety and depression compared to their heterosexual peers. This extra psychological burden reflects structural inequities that seep into professional spaces.

Leaders can combat this by creating supportive and inclusive environments. Promptly addressing all complaints of discrimination, encouraging authenticity, and fostering open dialogue are great first steps. Leaders should also avoid minimizing identity-based challenges. For example, statements like “I don’t see color” can unintentionally dismiss employees’ lived experiences, instead of acknowledging and addressing systemic issues.

Examples

• Black adults in the U.S. are disproportionately affected by mental health challenges linked to workplace bias.
• LGBTQ+ workers experience double the rates of anxiety compared to their heterosexual peers.
• Starbucks faced backlash for mishandling racial bias accusations, illustrating why denial isn’t the solution.

4. A sense of belonging is vital to effective teamwork.

Exclusion in the workplace can harm both employees and the organization. Research has shown that feeling part of a cohesive, supportive group improves focus, collaboration, and overall job performance. On the other hand, being left out—whether intentionally or unintentionally—creates anxiety, reduces productivity, and weakens trust.

A study by Cornell University found that fire stations where firefighters regularly ate lunch together had higher success rates in life-saving missions. Similarly, nearly three-fourths of professionals in a British Columbia study reported feeling excluded by their coworkers at some point. These findings highlight how small changes in inclusivity can have profound effects on workplace dynamics.

Managers play an important role in fostering this sense of belonging. Simple practices like regular one-on-one conversations or greeting employees each day help create connection. Initiatives such as buddy systems, where senior employees mentor junior staff, can also promote inclusion and teamwork while addressing feelings of isolation.

Examples

• Firefighters who regularly shared meals were better at teamwork and saved more lives.
• 71% of professionals reported feeling excluded at work in a University of British Columbia study.
• Implementing simple rituals, like daily greetings, signals inclusion and appreciation.

5. The obsession with overwork leads to burnout.

Today’s workforce is dealing with an epidemic of burnout. With increasing demands, shorter timelines, and relentless workloads, employees are finding it harder to maintain their well-being. Burnout isn’t just mental; it’s often accompanied by physical exhaustion, cynicism, irritability, and self-doubt. In extreme cases, it pushes workers to leave their jobs.

Focusing on burnout's symptoms instead of its causes is a common mistake. Wellness programs, yoga classes, or resilience training won't solve the issue if workloads remain overwhelming. Health-care workers, for instance, already possess resilience but suffer burnout from endless bureaucracy and the emotional toll of their work.

Organizations can reduce burnout by cutting back on unnecessary tasks. Delegating time-consuming jobs, such as administrative paperwork, to those who enjoy or specialize in them can lighten the load for others. These small efforts show employees that their well-being matters.

Examples

• A 2019 survey revealed 91% of U.S. employees experienced burnout that year.
• Burned-out employees take 60% more sick days annually.
• Reducing administrative tasks for health-care workers has shown to alleviate feelings of overwhelm.

6. FOMO drives workplace restlessness.

The fear of missing out (FOMO) isn’t just limited to social media; many young professionals experience it in their careers as well. Younger workers often feel disposable in today’s job market, causing them to jump between roles frequently in search of better opportunities, learning options, or career progression.

Despite these career leaps, most organizations don’t prioritize learning and development pathways. This gap between young professionals’ expectations and reality increases their anxiety, leading to greater turnover rates. Leaders who address this by implementing robust development programs often see improved satisfaction and retention rates.

Promoting employee growth isn’t just beneficial for workers; it’s advantageous for businesses too. Companies that provide continuous training see higher performance and position themselves as leaders in their industries.

Examples

• Only 10% of companies have strong learning and development cultures, according to CEB research.
• Gen Z workers report plans to stick with employers for just two years on average.
• Companies like Ladders offer regular promotions tied to learning milestones, reducing turnover.

7. Perfectionism fuels self-doubt and procrastination.

The rise of social media has contributed to perfectionist traits among younger generations. Unlike meticulous work-related accuracy, perfectionism involves a fear of appearing flawed. This can cause employees to set unreachable standards, leading to stress, procrastination, and reluctance to start difficult tasks.

Managers can mitigate the impact of perfectionism by clearly defining success. Without regular feedback, employees—especially perfectionists—may become anxious due to uncertainty about performance expectations. Leaders should avoid only giving feedback when something is wrong and instead regularly celebrate work that meets the standard.

Training leaders to identify perfectionist tendencies is also critical. Employees who consistently seek reassurance, fear risk-taking, or react defensively to criticism may need extra guidance or validation to stay engaged.

Examples

• University of Bath research found perfectionism is rising among younger generations.
• Social media comparisons heighten pressure to conform to unreal standards.
• Regular feedback reassures employees and prevents over-analysis of tasks.

Takeaways

1. Build trust through transparent communication to ease workplace uncertainty, especially during challenging times.
2. Encourage open dialogue in teams, ensuring all employees feel valued and have a voice in decision-making.
3. Promote learning and development opportunities to retain younger workers and help them feel fulfilled in their roles.