Optimism Is Not Innate — It's a Skill We Must Build at Work

## Introduction: When the "keep going" culture becomes a health problem Norwegian working life likes to see itself as modern, flexible and people-centered. We have tripartite cooperation, a comprehensive HSE framework, and a vocabulary that increasingly includes words like *psychological safety* and *sustainable working life*. Yet reports of stress, exhaustion, anxiety and depressive symptoms are rising — and far too many people greet Monday with a knot in their stomach. It's tempting to explain this as an individual problem: some "handle less", some "lack resilience", some are "negative". But that explanation is both outdated and dangerous. Mental health at work is a systemic issue, not a personality trait. And when we nonetheless reduce it to personality, we create a culture where employees begin to mask symptoms, hide vulnerability and play a role that eventually eats them up from the inside. At the same time, research offers an interesting — but easily misused — reminder: optimism and pessimism are related to how the brain works. As Aftenposten reports, new research suggests there are measurable differences in the brains of optimists and pessimists — but also that you are not "locked" into a pessimistic mode forever (Jeanette Sjøberg, "Optimistenes hjerne skiller seg fra pessimistenes, ifølge ny studie", Aftenposten, 11 August 2025). This is where working life needs to listen closely: if optimism can be trained, it does not mean employers can shift responsibility onto the individual. It means we can shape work environments that make it easier to stay mentally well. This article is an *opinion* piece: I argue that companies must stop "dressing up" mental health with campaigns and well-meaning advice, and instead build structures that actually reduce stress and prevent anxiety and depression. Not because it's nice, but because it's necessary — for people, productivity and society. ## The dangerous misunderstanding: "The pessimist" as the problem When an employee expresses concerns, sets boundaries or asks for help, it is in many environments interpreted as a sign of weakness. At best the person is met with a well-meaning "try to think positively." At worst they are labeled difficult, inflexible or negative. That creates a norm where appearing optimistic becomes part of performance. Aftenposten describes a study suggesting optimists and pessimists may have different brain patterns, and that systematic work can make people more optimistic (Sjøberg, Aftenposten, 11 August 2025). That's interesting — but also a potential trap. In the workplace this can quickly translate into a new variant of "you just need to toughen up": if optimism can be learned, employers can insist the problem lies in your head rather than in the workday. But mental health is not only about thinking style. Stress levels are influenced by demands, control, support, time pressure and predictability. Anxiety is often triggered by unclear expectations, unresolved roles and fear of consequences for mistakes. Depression can be worsened by prolonged strain and the feeling that work lacks meaning or that you are alone. Therefore it's more constructive to turn the question around: not "how do we get more optimists?", but *what kind of work environment means people don't need to spend all their energy just keeping their head above water?* ## Stress at work: A normalized state of exception Stress is not inherently bad. Short-term stress can sharpen focus, provide drive and help us perform. The problem occurs when stress becomes a permanent state, a kind of normalized exception where the body never gets to "reset to zero." In many sectors it has become standard that there is always a bit too little capacity. Projects are planned with minimal buffers. Deadlines are set to look good in presentations, not to reflect what is actually possible. In knowledge work, people are expected to always be available — and to handle complexity without time for deep work. The consequence is a mental load that doesn't necessarily show up in overtime hours. You can be sitting at home at 9 p.m. "just thinking" about a delivery, or wake up at 4 a.m. with your brain already running. You can have a calendar full of meetings and still feel like you never finish anything. This is stress embedded in structure. It's crucial to understand that *stress management* is not primarily about teaching employees breathing techniques (although that can help). Stress management at work must first and foremost be about design: How is work organized? What priorities are made? How much influence do employees have over their own workday? If you're a manager thinking "we offer yoga and mindfulness, but people are still exhausted," it's a sign those measures are targeting the wrong level. ## Anxiety at work: When uncertainty becomes a working method Anxiety at work often becomes invisible because many who struggle become experts at compensating. They double-check everything. They reply to emails immediately. They overprepare. They say yes to everything because saying no feels risky. It's easy to applaud this behavior as "high standards" and "strong responsibility." But it can also be a symptom of an environment where mistakes cost too much socially or professionally. When psychological safety is absent, employees focus more on avoiding mistakes than creating value. Anxiety is often triggered by: - *Unclear expectations* (what is actually "good enough"?) - *Unpredictability* (who decides, and when does everything change?) - *Constant evaluation* (am I being measured all the time without knowing the criteria?) - *Social risk* (will I be humiliated if I ask?) Much of the solution here is simple but demanding: clear roles, stable priorities, predictable processes and a leadership style that makes it safe to speak up early. ## Depression: When work becomes emptiness instead of belonging Depression at work is often misinterpreted as low motivation. But it is a condition where energy, hope and interest are weakened — and it can affect anyone, even "strong" employees. In some environments, depressive problems arise after prolonged stress: first hyperproductivity, then gradual loss of capacity, and finally a wall of emptiness. In other environments, disconnection does the most damage: the feeling of being a replaceable cog, of having no real influence, of work never being completed or recognized. Here we reach a topic workplaces talk too little about: *meaning*. Not as a poster on the wall, but as a daily experience. Meaning at work is created when: - tasks are understandable and have a clear purpose - you can see progress - recognition is concrete, not just "good job" - you experience community and support A corporate culture that constantly chases the "next deliverable" without celebrating mastery or allowing time for reflection fosters the soil for mental wear. ## Optimism as a trainable skill — but not as a mandate Aftenposten writes about research pointing to brain differences between optimists and pessimists, and that one can work systematically to become more optimistic (Sjøberg, Aftenposten, 11 August 2025). This can offer a useful perspective: thought patterns are not necessarily fixed. But in the workplace we must be precise: optimism should be understood as *a skill* — a way of interpreting events — not a mood requirement. The most harmful form of optimism at work is what is often called *toxic positivity*: a culture where negative feelings and real problems are brushed aside with "it'll be fine" or "focus on opportunities." The result is that employees stop raising concerns about risk, quality and capacity. The organization loses both learning and trust. Healthy optimism is different. It's not about believing everything will turn out fine, but about believing you can influence the outcome through action, support and prioritization. In practice this can be trained through: - realistic planning and premortems (what can go wrong?) - mastery language (what did we accomplish, and why?) - collaborative problem solving - leaders who model calm and openness In other words: the company can help employees develop more optimistic coping strategies — but only if the work environment is built to support that. ## Five things companies must stop doing It's hard to build good mental health in an organization that simultaneously cultivates practices that systematically undermine it. Here are five things I believe organizations should stop doing if they are serious. ### 1) Stop pretending that "busy" is a strategy Busy is a symptom, not a plan. When everything is a priority, nothing is a priority. Chronic busyness makes employees never feel in control, and that's a central stress driver. ### 2) Stop rewarding hero behavior If those who always show up evenings and weekends gain status and career advancement, others learn that setting boundaries is dangerous. You get short-term output and long-term sick leave. ### 3) Stop making reorganization a lifestyle Frequent changes without good reason create insecurity, rumors and internal competition. It's fuel on the anxiety fire. ### 4) Stop using the performance review as the only vent Mental health is not captured once a year. There must be low-threshold channels and a culture for speaking up early. ### 5) Stop outsourcing responsibility to the individual Training subsidies, app subscriptions and lectures are fine, but they are secondary. Primary are workload, autonomy, support and leadership. ## Six concrete recommendations that actually work Measures must combine prevention, early intervention and good follow-up. Below are six recommendations companies can implement without turning mental health into a PR project. ### 1) Build capacity with buffers — as part of governance Include realistic buffers in project plans. Have a defined "overload indicator": when people report persistent high pressure, priorities should be cut, not just redistributed. A simple practice is to map *top-line risks*: Which deliveries fail if two key people are sick? If the answer is "everything," capacity is too tight. ### 2) Make stress management a team competence, not a private task Give teams tools to talk about workload without shame. Introduce regular check-ins: What is our energy level? What causes concern? What must go for us to succeed? This is not therapy — it's operations. ### 3) Train leaders in early recognition and good conversation practices Many leaders want to help but don't dare. They fear saying the wrong thing or "stepping into health." But a leader's role is not to diagnose. The role is to ask, adjust and connect to support. Good practice can include: - asking concrete questions about the work situation (not just "how are you?") - agreeing on adjustments to tasks and pace - documenting and following up regularly - knowing the occupational health services and other resources ### 4) Make accommodations normal — not exceptional Accommodations are often associated with "serious cases." That's a mistake. Many people need temporary adjustments: fewer meetings, more remote work, clearer priorities, or limited tasks for a period. When accommodations are made early, they can prevent stress from developing into anxiety and depression. ### 5) Measure the work environment in ways that capture psychological strain Employee surveys must include questions about: - perceived control over work - role clarity - psychological safety - recovery and boundary violations (for example expectations of availability) And most importantly: results must lead to action. If employees see nothing change, the survey becomes a burden itself. ### 6) Create a culture where realism is valued as much as optimism It's healthy to hope. It's also healthy to doubt. A good culture tolerates someone saying: "This worries me," without meeting irritation. Leaders have a responsibility to distinguish between *criticism* and *risk information*. Many "negative" inputs are actually early warnings that can save the organization from big mistakes. ## What employers owe employees — and what employees can demand Mental health at work is ultimately about power and responsibility. Employers hold definitional power over tempo, priorities and frameworks. Employees have a responsibility to contribute, but not to carry a system designed for permanent overload. When we make mental health an individual improvement project, it can feel action-oriented. But it's also a practical way to avoid tough decisions: cutting scope, saying no to clients, slowing the pace or hiring more people. Research on optimism can offer hope that thinking styles can be influenced (Sjøberg, Aftenposten, 11 August 2025). But the most optimistic thing a workplace can do is take reality seriously: many jobs have become mentally heavier than before, and that cannot be "coached" away. Employees should be able to demand: - predictability and clear priorities - a real ability to speak up without punishment - fast and low-bureaucracy accommodations - a leader who follows up on workload, not just results ## Conclusion: A healthier working life is not an attitude campaign — it's a design task If we are serious about mental health at work, we must stop treating it as a question of the right mindset. Yes, some find optimism easier than others, and yes, thought patterns can be trained. But what matters most is the frameworks we provide for people to operate within. A work environment that creates constant time pressure, ambiguity and social risk will produce stress, anxiety and depressive symptoms — no matter how many motivational talks we buy. A work environment that gives control, support, role clarity and room for recovery will, on the other hand, make it possible for more people to feel mastery and hope. Optimism is not a corporate gift you hand out at the all-hands. It is a skill that grows when people experience that effort actually helps, that problems can be solved, and that they are not alone. That's the kind of optimism Norwegian working life needs: realistic, responsible — and built into the way we work. ## Sources - Jeanette Sjøberg, "Optimistenes hjerne skiller seg fra pessimistenes, ifølge ny studie", *Aftenposten*, 11 August 2025