When Work Takes Your Breath: How Small Steps Can Rescue Wellbeing at Work

## Introduction Many people experience rising demands at work at the same time as expectations around availability and productivity increase. When stress, anxiety or depression slip into the workday, both individual quality of life and organizational productivity suffer. This article provides a practical how-to guide for managers, HR professionals and employees who want to work systematically to prevent and handle mental health challenges in the workplace. We draw on insights from popular science research and advice discussed in the media. According to KK, simple daily habits like "romanticizing moments" and bringing joy to others can have concrete, measurable effects on hormones and wellbeing. As reported in KK, Ragnhild Bang Nes says, "This is something more people should do," and that noticing small pleasures can be an "antidote to stress and discomfort." In this guide you will get concrete steps companies can take, as well as individual techniques employees can use in daily life. ## Why mental health at work must be taken seriously Mental health issues such as stress, anxiety and depression affect not only the person directly impacted — they influence team dynamics, absence patterns, productivity and recruitment. When an employee struggles, concentration, decision-making and collaboration suffer; this can lead to mistakes, lower quality deliveries and increased conflict. Prevention is often far more cost-effective than repair: early support and good accommodation systems reduce long-term sick leave and lay the foundation for a resilient work environment. An important first recognition is that mental health is not an individual problem confined to off-hours — workplace culture, leadership and physical conditions play a large role in how stress develops. According to KK, simple, positive daily habits can influence physiology and body chemistry and thus act as an antidote to stress. This illustrates that small organizational measures can also have a significant impact. ## How small daily actions affect physiology and mood As reported in KK, Ragnhild Bang Nes explains that noticing small pleasures can trigger both chemical and biological reactions in the body: "When we notice how warm a hug is, or how fascinating a sunset is, a chemical and biological reaction happens in the body," she told NRK. This phenomenon, often called "savoring" or mindful presence, can increase the release of hormones like dopamine and oxytocin — substances that contribute to feelings of wellbeing and social connection. The KK article also points out that doing something positive for others can provide "an extra shower of dopamine and oxytocin," and that such actions can be an antidote to stress and discomfort. For the workplace this has several implications: managers can facilitate small rituals that promote connection and recognition, and colleagues can learn to give each other short but meaningful positive interactions. These actions need not be costly or time-consuming — a brief thank-you, a shared coffee break where people exchange small joys, or recognition of effort can trigger biological responses that reduce stress levels. Implemented systematically, such small habits can improve team culture. ## Identify the problem: Signs of stress, depression and anxiety at work Before implementing measures it is important to recognize signs of mental strain. Stress can manifest as irritability, reduced concentration, frequent mistakes or increased conflict. Depression may present as persistent low mood, reduced initiative, increased sick leave and diminished work capacity. Anxiety can cause physical symptoms like palpitations, sleep problems and concentration difficulties. An effective strategy is to combine observation with conversations: managers should hold regular, open talks where employees can discuss workload, the psychological climate and any obstacles. These conversations should be structured and have a clear purpose while remaining empathetic and non-stigmatizing. Anonymous employee surveys can also reveal problems before they become serious. Combine these methods with mental health training for managers so they can follow up safely. ## How the company builds a holistic strategy (step-by-step) 1. Map needs and risks: Start with an anonymous survey and dialogue meetings to identify stressors, bottlenecks and cultural challenges. 2. Create an action plan with clear goals: Define measurable indicators (e.g. reduction in sick leave, increased employee satisfaction, time to take breaks) and a timeframe. 3. Train managers and HR: Provide training in early recognition, conversation techniques and accommodations. Managers must be able to act without stigmatizing. 4. Accommodate physically and psychosocially: Adjust workload, offer flexible solutions, create space for micro-breaks, and assess ergonomics and lighting. 5. Implement low-threshold services: Facilitate access to occupational health services, digital tools for stress management and options for counseling. 6. Measure and adjust: Follow up with regular measurements and adjust measures based on results and feedback. Each of these steps needs to be specified for your organization, but together they provide a framework for measurable improvement. When small habits like taking regular breaks, focusing on positive interactions and visible recognition become part of the culture — and are professionally anchored in HR processes — the organizational effects can be substantial. ## Practical, concrete measures managers can implement tomorrow - Introduce "two-minute recognition": A fixed time each week when managers or teams share short, concrete recognition. This practice promotes dopamine release and team belonging. According to KK, making others happy has both psychological and physiological benefits: "The fact is that the brain's reward center is stimulated and you are exposed to an extra shower of dopamine and oxytocin," the article says. - Structure for micro-breaks: Encourage 5–10 minute breaks every 90 minutes, where employees can stretch, take a short walk or romanticize a moment — for example, enjoy the smell of coffee, as the KK article suggests. - Flexible working arrangements: Offer flexitime or remote work where appropriate so employees can adapt work to how they feel that day. - Visible support for mental health: Communicate clearly what services are available (email, intranet, meetings) and normalize using these resources. - Train in conversation technique: Give managers tools for conducting supportive conversations, with a focus on active listening, validation and concrete follow-up points. These measures require little financial investment but can have a large effect if introduced consistently and accompanied by explanation about why they matter. ## How to accommodate employees with depression or anxiety: practical guidance When an employee opens up about depression or anxiety, it's important to offer structured and empathetic support. Start with a private, safe conversation aimed at understanding which tasks or conditions trigger strain. Based on this, make accommodations such as temporarily reduced workload, flexible hours, simpler tasks or changed communication. Collaborate with occupational health services to develop an individualized plan with concrete measures and follow-up dates. Avoid pressuring the employee to "come back strong"; instead set realistic goals for a gradual increase in responsibility. Management should also ensure colleagues receive guidance on how to help without violating privacy boundaries. Further, the company can offer psychological first aid and support to find professional help if needed. Actively work to reduce stigma by sharing facts, positive recovery stories and normalizing communication. A culture that encourages sharing small joys — like marking progress or celebrating small successes — can also aid rehabilitation. As reported in KK, "romanticizing moments" can be a low-threshold tool that helps employees restore feelings of joy and meaning in everyday life. ## Training and culture building: How to anchor long-term change To achieve lasting improvement, measures must be anchored in organizational culture. Start with the leadership team: make visible why mental health is strategically important and link measures to business goals. Invest in training that combines practical skills (conversation technique, stress management, conflict resolution) with exercises in empathy and recognition. Implement routines such as monthly mental health checks or "wellbeing" days that provide space for reflection and sharing. Use internal ambassadors to spread good experiences and concrete examples of what works. Communication is critical: explain why an activity like "romanticizing" small moments is not just "nice," but can have psychological and physiological effects. As the KK article points out, this can be "an antidote to stress and discomfort." When employees understand the mechanisms behind the measures, the chances they will be used and become a natural part of the workday increase. ## Measurement, evaluation and continuous improvement To know whether measures work, the organization must measure and evaluate. Use both quantitative indicators (sick leave, turnover, productivity, employee survey results) and qualitative data (interviews, focus groups). Set baseline measurements before interventions and measure regularly to be able to correct course. Also use shorter pulse surveys after introducing new measures to ensure rapid feedback. Remember that psychological effects can be harder to measure than financial ones, so combine multiple data sources to get a holistic picture. Share results openly in the organization and celebrate small wins — this strengthens motivation to continue the work. Some measures will yield quick results (e.g. introducing micro-breaks), while others require long-term effort (changing culture and attitudes). ## Practical examples and template: How to start a pilot 1. Choose one team or department as a pilot: preferably one with moderate challenges where change can have visible effect. 2. Map status: short survey + 15-minute individual conversations. 3. Implement three concrete measures for 3 months: (a) weekly "two-minute recognition," (b) calendar reminders for micro-breaks, and (c) an offer of two hours of professional development related to stress management. 4. Measure effect after 6 weeks and 3 months: use pulse surveys and conversations. 5. Adjust measures based on feedback and scale up if the pilot shows positive effects. This approach provides rapid learning and minimal risk. By starting small you can prove the concept internally before committing resources to larger programs. ## Individual techniques employees can use immediately - The savoring exercise: Set aside one minute in the morning and one minute in the afternoon to notice a positive sensation (the smell of coffee, a ray of sun, a warm hug). According to KK, this can trigger positive chemical reactions that reduce stress. - Delight a colleague: Do one small favor or give praise. KK describes how making someone else happy can give an "extra shower of dopamine and oxytocin." - Micro-breaks: Set an alarm to remind you to take five minutes to breathe deeply, stretch or take a short walk. - Boundary management: Clarify working hours with your manager and turn off notifications outside work hours when possible to ensure recovery. These techniques require little effort but can have a large cumulative effect if repeated daily. ## Conclusion: Long-term effect is about small, consistent steps Companies that invest in mental health through structured measures, good conversations and small daily rituals gain not only healthier employees — they build more resilient, productive and attractive workplaces. As reported in KK, simple practices like noticing small joys and doing something for others can trigger physiological mechanisms that reduce stress and increase wellbeing: "This is something more people should do," says Ragnhild Bang Nes. By combining such individual habits with organizational structures for support, accommodation and training, workplaces can prevent serious mental health problems and create an environment where people thrive and perform. Start today: have a conversation, introduce a simple ritual, or try a pilot in one department. Small steps can make a big difference — both for the individual and for the organization as a whole. ## Sources - KK: "Lykkeforsker: - Flere burde gjøre dette" (Happiness researcher: "More people should do this"), published 11 August 2025. According to KK, Ragnhild Bang Nes says: "This is something more people should do" and "When we notice how warm a hug is, or how fascinating a sunset is, a chemical and biological reaction happens in the body," as well as "The fact is that the brain's reward center is stimulated and you are exposed to an extra shower of dopamine and oxytocin, hormones that make you feel good, when you do something good for another person."