As any trained athlete will confirm, short-term pressure can boost performance — but constant pressure wears people down. It drains energy, focus, and motivation. It paralyzes decision-making, undermines innovation, and breaks human connection. In today’s unpredictable world, pressure is only going to increase. It’s time to turn the tide.
“Locomotives need coal shovelers — enthusiasts — not just window gazers,” said Míra Kučera, CEO of Hero. “The steam drives the train forward.” But enthusiasm and energy are in short supply in many workplaces. One general manager reported a 38% dropout rate among new employees in their first year.
“A company is an employee’s second home,” Kučera added. “A brain- and body-friendly workplace attracts and retains talent, increases performance, and above all, reinforces moral legitimacy. This has never been more urgent.”
Few leaders today question the importance of workplace health. But, as forum participants confirmed, reality is complex. “The balance between health and productivity is fragile and multifaceted,” said Laurent Laval, Managing Partner at Arthur Hunt Czech Republic. “It takes deliberate effort.”
Health as corporate responsibility
“Companies should be creating a society of healthy employees,” said Clare Sheils, Managing Director of CBRE Czech Republic. Boris Sananes, CEO of Zentiva, agreed: “Let’s be leaders of positive change. Every day, ask yourself — what positive change am I making?”
The financial risks are real. In 2024, mental health issues among employees cost the EU economy €170 billion, according to the Czech National Institute of Mental Health (NUDZ). Yet, as director Petr Winkler noted, most employers still don’t implement prevention programs.
Martin Siebenhandl, General Manager of Lego for Czech Republic and Slovakia, made it clear: “Engaged, energized employees should be our main KPI for the next 3–5 years.” Kučera added: “Positive thinking drives success — through confidence and enthusiasm.”
To address the issue, the NUDZ-led Harmony project is connecting universities, vocational schools, researchers, and SMEs across Europe to tackle mental health challenges at work, which already affect over 13 million employees.
What is workplace stress costing you?
“Understanding absence patterns is essential,” said Clare Sheils. Around 50–60% of workers cite workload and tight deadlines as their main stressors, according to the European Agency for Safety and Health at Work. But there’s hope — companies with stress management programs have seen absenteeism drop by up to 25%, along with improvements in engagement and retention.
Sheils proposed a basic formula to calculate lost revenue from absenteeism:
The fading power of human contact
Physical interaction boosts well-being — and it’s declining. Handshakes and face-to-face conversations release oxytocin, serotonin, and dopamine, which elevate mood and reduce stress. They even activate endorphins, which increase pain tolerance. The result? Better sleep, stronger immunity, and lower blood pressure.
Yet live communication is under threat. “In our after-sales department, phone calls have dropped, while emails have soared. Even our customers no longer want to talk,” said Josef Jelínek, Country Manager of Miele.
Štefan Blahovec, CEO of Form Factory, highlighted another issue: “Only 20% of people in Czechia exercise regularly, compared to 60% in the Nordics. People know they should — but there’s a gap between knowing and doing.” Coronary heart disease remains the leading cause of death in Czechia — apart from the pandemic year 2021.
The mindset shift: values, leadership, and culture
“Mindful leadership creates meaningful workplaces,” said Siebenhandl. Lego’s Czech branch adopted the mission: “We build happier lives as a confident, empowered team.” This is reflected in their three core values: diversity and inclusion, health and well-being, fun and playfulness.
Petra Hilburgerová, CEO of Health Academy, promotes openness and trust. “We talk about things that aren’t business-related. It’s about chemistry,” she said. Kučera added: “We replaced ‘bosses’ with business partners. A boss inspires fear. A partner builds trust, accepts mistakes, asks questions, listens, and says: ‘Let’s go.’”
One engineering firm redesigned its culture in 2018 — from suits and ties to team-driven collaboration. “We co-created our mission and vision with employees. It takes time to build openness,” the sales director said. Jelínek summarized Miele’s shift: “From silos to cross-functional cooperation. From isolation to interaction.”
Leadership under pressure: empathy, limits, and communication
“Financial stress leads to management stress,” said one executive. Another added: “Leaders must be aware of their own behavior. Build a team that challenges you when needed.”
“True culture shows when you’re losing,” noted Siebenhandl. Empathy is key. “Positive intent and a participative culture drive performance,” said one CEO. “Ask yourself: Do I treat others the way they want to be treated?”
Communication is the next basic — but it’s eroding under digital overload, remote work, and financial pressure. “It’s not just how you write an email — it’s how it’s perceived,” Jelínek said. One executive stressed the importance of choosing the right channel for the right message. Even digital marketing professionals agree: context matters.
Concrete steps toward a healthy environment
Several companies have launched targeted actions. Miele hosts regular town halls, informal breakfasts, and internal newsletters. In Brno, it opened a new people-focused office. Other companies redesigned office space to promote interaction, created zen gardens, or added outdoor activities to training.
The goal? Build a workplace ecosystem that nurtures resilience, trust, and long-term performance.
Resilience, boundaries, and generational nuance
When Hilburgerová took over Health Academy in September 2024, she had two tasks: boost performance and bring employees back to the office. But for younger teams, how far can corporate rules go?
“At some point, if performance drops, people need to leave,” said Jelínek. Another executive agreed: “As CEO, don’t fear tough decisions. They naturally separate those who belong from those who don’t.”
Others emphasized balance. One CEO ended remote work except on Fridays — and even then, it’s optional. “I believe in people, but I don’t want to start fearing them.”
Even in a structured setting, it’s possible to create joy. “Work takes 8–10 hours of our day. Why not bring a smile and a hug?” asked one leader.
Five insights for building a healthy workplace
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Don’t assume — ask. “Find out what really makes people feel good,” said Siebenhandl. “What inspires them? What do they want from well-being?”
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Share the change. Let employees step outside their roles to inspire others. “Middle management is vital for making space for these conversations,” he added.
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Start small. “Even minor tweaks can have a big impact,” said Kučera.
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Be forgiving. “Mistakes — even detours — can be valuable. They create space for learning.”
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Stay committed. “Change won’t happen on its own. Combine leadership from above with grassroots action,” said Siebenhandl. “Never waste a good crisis. And support well-being even when everything seems fine.”
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SOURCES
- BRNO Daily. (2024). ‘Mental Health Problems In The Workforce
Cost The EU Economy €170 Billion Per Year.’- See www.nudz.cz
- Radio Prague International. (31 January, 2024). ‘Statistics: Heart
disease leading cause of death in Czechia.’- Arthur Hunt Czech Republic. (2024). ‘New workplace, new
relationships: How is the home office impacting team dynamics?