Most companies treat anxiety as a problem to solve. When employees feel stressed, they are offered meditation apps, mental-health days, and employee-assistance programs. These can be valuable recle to performance, and the goal is to make it disappear
I saw this mindset clearly during a recent consultation with the CEO of a midsize company. I asked what comes to mind when an employee says they are experiencing anxiety. Her discomfort was immediate, as though merely hearing the word “anxiety” activated her own
She then named three concerns: the employee might need accommodations, benefits costs may rise, and the company could face legal exposure. Her managers, she explained, were trained not to ask too many questions about anxiety. Instead, they were supposed to document the interaction, direct employees toward support, and avoid saying anything that could create additional risk
That may be prudent from a legal perspective, but it also reveals a problem. Corporate America is getting anxiety all wrong
I don’t fault the C-suite for thinking this way. For much of my career as a clinical psychologist, I made a similar mistake. I was trained to regard all anxiety as a symptom to reduce, manage, or eliminate
In reality, the word “anxiety” is used to describe two very different experiences
On the one hand, clinical anxiety is persistent, excessive, and disruptive. In professional nomenclature, these conditions are known as anxiety disorders. They interfere with work, sleep, relationships, and everyday functioning. Clinical anxiety typically requires professional treatment, workplace accommodations, or other meaningful support
On the other hand, most anxiety is not a disorder at all. It is an ordinary and healthy human emotion involving apprehension we feel when an important matter is uncertain. The emotion of anxiety shows up before difficult conversations, major presentations, high-stakes decisions, and periods of change. Yes, it tends to be uncomfortable, but discomfort is not the same as a dysfunction or disorder. Fundamentally, anxiety is simply evidence that we care about what happens next
We readily distinguish between depression, a clinical disorder, and sadness, which is a normal human emotion. Yet when it comes to anxiety, that nuance often disappears. We use the same word for everything from fleeting nerves to debilitating psychiatric conditions
When companies pathologize ordinary anxiety, a self-reinforcing cycle develops. Employees become reluctant to admit they feel anxious because they fear being seen as unwell, unable to cope, or a professional liability. Managers, worried about saying the wrong thing, avoid honest conversations about emotions altogether. Leaders lose access to important information, psychological safety erodes, productivity suffers, and tensions tend to rise for all parties
Companies have long treated emotional wellness and performance as separate agendas: one soft, the other serious. That is a false divide. When people know how to use anxious feelings well, they become both healthier and more productive
Corporate America needs a different approach. Instead of trying to eliminate anxiety, business leaders and managers should help employees to use it constructively.
Here are four steps that can help
First, identify anxiety as information. When anxiety occurs, resist the instinct to dismiss it or make it disappear. Get curious. What specifically feels concerning? Is there a risk being overlooked? What does anxiety suggest is at stake?
The emotion of anxiety is not always accurate, but it is often informative. It can sharpen attention, improve preparation, and expose blind spots. The most anxious person in a meeting is often voicing questions everyone else is avoiding
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Second, employees and leaders alike should feel freer to share their anxiety with others. Of course, work should not become group therapy, and thoughtful disclosure is not the same as oversharing. But work colleagues should be able to acknowledge pressure in a grounded, professional way
When appropriate, managers should respond to anxiety with validation: “I’m concerned about this, too. Here is what we know, what we don’t know, and how I think we should proceed.” That kind of honesty does not weaken authority or credibility. It builds trust, invites candor, and allows anxiety to move from a private burden to shared experience
Third, embrace anxiety instead of avoiding it. Many of the best employees are anxious. I’m not talking about clinical impairment or paralysis due to fear. I mean team members who care enough to worry about quality, consequences, deadlines, and the people affected by their work. Managers should view anxiety as evidence of investment, not inadequacy
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Human Re in hiring and promotion. Constructive anxiety often signals foresight, conscientiousness, and genuine commitment when outcomes are uncertain. Those are qualities companies claim to value, but tend to overlook when they favor polished confidence over thoughtful concern
Finally, let go of the illusion of control. This is the most important step in the age of AI. Jobs will change. Industries will be disrupted. Employees and leaders alike will have to make decisions without complete information
Leaders who pretend to know exactly what will happen may look confident at first, but this quickly becomes hubris. A healthier response is to acknowledge uncertainty, identify what can be controlled, and accept what cannot. Letting go is not resignation. It is doing our best without pretending that effort guarantees the outcome
In a recent keynote for business managers and executives, I asked audience members to raise their hands if they had felt any anxiety during the previous two weeks. Nearly every hand went up. “Thank God,” I said, and the room burst out laughing
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The joke landed because the alternative was alarming. In this era of uncertainty, a room full of business leaders who felt no anxiety would not be a picture of perfect mental health or corporate excellence. It would have signaled disengagement, denial, or even worse, emotional numbness
Anxiety means you are human. It means you care. And it means you are living and working in a world no one can fully predict or control
The future of work will not belong to the people who feel no anxiety. It will belong to the people who know how to use it
