By all accounts, the COVID-19 pandemic changed us. Even as life has largely returned to normal, many of us continue to carry the invisible after-effects of an experience that was, in many ways, unprecedented. We collectively lived through uncertainty, isolation and fear. While some have emerged relatively unscathed, others continue to navigate lingering anxiety, burnout, and mental health challenges that have become woven into the fabric of everyday life.
I’m not a psychologist, nor do I claim expertise in clinical mental health. My perspective comes from working in organisational culture and development, where much of my work involves observing how people experience workplaces, teams, leadership and change. Over the years, and particularly since the pandemic, I have noticed one theme emerge repeatedly: people perform at their best when they feel psychologically safe.
The concept of psychological safety is no longer a niche conversation reserved for wellbeing specialists. Across the world, health and safety legislation is evolving to recognise that employee wellbeing extends far beyond physical hazards. Organisations are increasingly being called upon to create environments where people feel supported, respected, and able to bring their authentic selves to work.
This shift matters because work occupies a significant portion of our lives. The quality of our workplace experiences inevitably influences our families, relationships, communities, and overall sense of well-being.
For leaders, people professionals, and anyone who has the ability to influence workplace culture, the question becomes: what can we do today to help create safer, healthier environments for the people around us?
From my observations and experience, a few practical approaches stand out.
Create mental health, first aid responders
Most workplaces have fire wardens and first aid officers. These roles exist because we recognise that emergencies can happen unexpectedly and that immediate support matters.
Why should mental health be any different? Training a group of employees as Mental Health First Aid responders can provide an invaluable first point of contact for colleagues who may be struggling. These individuals are not therapists, nor are they expected to solve complex problems. Rather, they serve as trusted people who can recognise signs of distress, listen without judgement, and guide colleagues towards appropriate support services.
In a city like Dhaka, where daily life often comes with significant pressures, from traffic congestion to economic demands and family responsibilities, the need for accessible support within workplaces is perhaps more relevant than ever.
Photo: Collected / Luis Villasmil / Unsplash
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Build peer support networks
Many of us grew up in communities where support was readily available.
There was always a neighbour to visit, a local tea stall where conversations unfolded naturally, or a familiar face who noticed when something was not quite right. While modern urban living has brought countless opportunities, it has also introduced a level of isolation that previous generations rarely experienced.
Today, despite being more connected digitally, many people report feeling profoundly alone.
Workplaces have an opportunity to help bridge this gap by creating peer support networks. These do not need to consist of trained professionals. Instead, they can be groups of trusted colleagues who volunteer to be confidential listeners and sources of encouragement.
One of the unique benefits of workplace peer support is context. Colleagues often understand the pressures, challenges, and dynamics contributing to someone’s stress. Sometimes, having a compassionate person who understands your environment can make all the difference between feeling overwhelmed and feeling supported.
Bring back community
One of the hidden costs of modern city living is the gradual erosion of community.
In our pursuit of independence, efficiency, and productivity, we sometimes overlook a fundamental truth: human beings are wired for connection. Throughout history, our survival depended on belonging to groups.
Yet, many of us now move between home and work in relative isolation. Even within households, technology and busy schedules can create invisible walls.
This is where workplaces can play a surprisingly powerful role.
Family days, team lunches, cultural celebrations, volunteer activities, and social gatherings may sometimes be dismissed as “nice-to-have” initiatives. In reality, they can serve a much deeper purpose. They help foster belonging and remind people that they are part of something larger than themselves.
For those team members who have relocated or migrated to Dhaka for work, away from family or support networks, these connections can be particularly meaningful.
You may work within a large multinational organisation, but every team has the potential to become a small community. Leaders who intentionally create opportunities for connection often discover that trust, collaboration, and well-being improve alongside performance.
Normalise conversations about mental wellbeing
Physical health has long been part of workplace conversations. Mental well-being deserves the same level of openness.
We live in a world that rarely slows down. Many of us spend our days indoors, disconnected from nature, juggling competing demands with little opportunity to pause and reset. Under these conditions, proactively looking after our mental health becomes essential.
Education remains one of the most effective tools available. Organisations can invite mental health professionals to facilitate workshops, provide wellbeing resources, and encourage conversations that challenge outdated stigmas.
Just as importantly, leaders can model vulnerability by speaking openly about stress management, self-care, and seeking support when needed.
The more normal these conversations become, the easier it becomes for people to reach out before challenges escalate into crises.
The ripple effect
One of the most rewarding aspects of working in people-focused professions is recognising that our impact rarely stops with the individual sitting in front of us.
When we support one employee, we often support their family. When we help create a healthier workplace, we contribute to a healthier community.
The effects may not always be visible immediately. They rarely make headlines and often go unnoticed. Yet, every colleague who feels heard, every employee who receives support during a difficult period, and every team that experiences a greater sense of belonging creates a ripple effect that extends far beyond office walls.
The next time you open the news and find yourself overwhelmed by another troubling headline, feeling as though there is little you can do to change the world around you, remember that meaningful change is often built through small, consistent acts of care.
Creating a psychologically safe workplace may not earn you a gallantry medal, and there may never be public recognition for the effort. But you can sleep a little better at night knowing that you have done your bit. In ways both seen and unseen, you have helped make someone’s day, someone’s family, and perhaps even someone’s future a little better.
And sometimes, that is exactly how the world changes.
