Anxieties and panic attacks at work
June 29, 2026
Stress is an inherent part of work, but what happens when it becomes overwhelming? What occurs when prolonged pressure evolves into anxiety or even occasional panic attacks? In this article, together with Michala Bojarski, a psychologist from our counseling center, we explore why the work environment is a frequent trigger for mental health challenges, how to recognize signs of anxiety in yourself or your colleagues, and how to respond effectively in such moments. You will learn which professions are most vulnerable, what preventive measures a company can implement, and how a corporate psychologist can provide support.
This interview is an invitation to discuss mental health in the workplace. It highlights that seeking help is not a sign of weakness, but a demonstration of strength, and that prioritizing the psychological well-being of employees benefits both individuals and entire teams.
In your experience, how common are symptoms of anxiety or panic attacks among employees?
In my experience, they are common; however, my perception is likely skewed by my profession and the individuals I encounter through my work. I therefore looked into the hard data as well. In 2022, the CELSPAC project at Masaryk University found that 70% of Czechs suffer from workplace stress, with 15% experiencing it frequently. Chronic stress can be the first step toward developing anxiety and, subsequently, panic attacks. Christophe Nguyen, a psychologist and expert on psychosomatic risks in the workplace, describes stress, anxiety, and panic attacks using the metaphor of a funnel: stress is the initial phase, which, if left unaddressed, transforms into anxiety. The accumulation of these two stages can then culminate in a panic attack.
How do anxiety and panic attacks actually present? How can an individual recognize the symptoms in themselves or their colleagues?
Anxiety presents as the anticipation of a future threat, accompanied by unpleasant feelings of distress, muscle tension, and heightened vigilance. Within a professional environment, it can be triggered by factors such as imposter syndrome, constant performance pressure, strained relationships with colleagues or superiors, excessive long-term workloads, or harassment.
A panic attack, on the other hand, is described as a sudden and intense surge of fear that can last anywhere from a few minutes to an hour. People often describe it as a "fear of dying," characterized by sensations of suffocation, heart palpitations, chest pressure, tremors, dizziness, and a sense of total loss of control. Intense stress, traumatic experiences, chronic fatigue, or substance use can trigger these attacks.
Why specifically is the work environment such a frequent trigger or catalyst for anxiety?
Anxiety in the workplace is often triggered or exacerbated by factors such as excessive workloads, constant pressure to perform, and internal core beliefs, for example, "I have to be perfect," "I cannot make mistakes," or "I must earn the admiration of others." Furthermore, anxiety is compounded by unrealistic deadlines, interpersonal conflicts, unclear expectations, a lack of support, and job insecurity. All of these elements can create a persistent sense of unease and stress, leading to a range of physical and emotional symptoms associated with anxiety.
How do excessive work pressure and unrealistic deadlines contribute to the development of anxiety?
These factors are very common triggers because they are chronic, meaning they keep us in a constant state of perceived threat. Even though this isn't the same kind of danger as encountering a saber-toothed tiger or an enemy intent on killing us, our instinctive physical response is very similar. When we live in a state of chronic stress, we are very close to the threshold of anxiety or a panic attack.
Can we say that certain work environments or professions are more susceptible to anxiety?
Healthcare professionals and humanitarian workers are particularly vulnerable because they are frequently exposed to traumatic events and high-stress situations, which often take a toll on their mental health. Additionally, individuals in high-responsibility roles with intense performance pressure, such as those managing large teams or meeting strict deadlines in industries like construction, have a higher tendency to experience anxiety.
Surprisingly, research has shown that working from home can also increase stress levels. Despite expectations that people would appreciate the comfort of home and the lack of a commute, this lifestyle has introduced new challenges: blurred boundaries between work and personal life, isolation, "Zoom fatigue," and the pressure to be constantly available. As many as 86% of people working from home report feelings of burnout, and 40% have difficulty disconnecting from work.
What can a company do in terms of prevention to reduce the risk of anxiety developing?
A proactive stance toward mental health in the workplace is the cornerstone of anxiety prevention. Companies should strive to cultivate a supportive environment that mitigates stress and champions employee well-being. The first step involves the systematic identification and assessment of psychosocial risks. This includes evaluating factors such as excessive workloads, ambiguous job roles, a lack of autonomy, poor communication, and insufficient support from leadership or peers.
Utilizing anonymous employee surveys and workplace environment audits helps uncover potential sources of stress. Active employee participation in this risk-management process is vital, as they possess the most direct understanding of the challenges within their specific roles. Furthermore, corporate culture profoundly influences psychological well-being. A culture rooted in transparent communication, trust, and psychological safety can significantly lower stress levels. Managers should provide constructive feedback, recognize employee efforts, and facilitate professional growth. Equally important is educating the workforce on mental health to dismantle the stigma associated with anxiety and other psychological conditions.
How should an individual respond if they experience symptoms of a panic attack while at work?
A panic attack is a sudden episode of intense fear accompanied by severe physical reactions, even in the absence of immediate danger. It may present as an accelerated heart rate, rapid breathing, sweating, chest pain, sensations of choking, dizziness, nausea, tremors, tingling, or even a terrifying sense of losing control or "impending doom."
The first step is to take a few physical steps; if the symptoms slightly improve with movement, it is a sign that you are not experiencing a heart attack. Remind yourself that while the sensation is deeply uncomfortable, it is temporary and will pass. Next, focus on your breathing. Completing a controlled breathing cycle approximately ten times is usually sufficient to alleviate the most acute physical symptoms of anxiety.
Another effective strategy is seeking a "safe space" to recalibrate. If you are in a meeting or surrounded by colleagues, excusing yourself to go to the restroom is a socially acceptable way to secure a moment of privacy. Grounding techniques are also highly effective for anchoring yourself in the present. This involves placing your feet firmly on the floor, whether sitting or standing, to find balance and feel the physical contact with the ground. Simple actions like drinking water, opening a window for fresh air, or journaling your thoughts can help vent the internal pressure. After the attack subsides, it is essential to allow yourself time to recover, as these episodes are physically and emotionally exhausting.
What should colleagues or supervisors do if they notice someone experiencing high anxiety or a panic attack?
The most important thing a colleague or manager can do is stay as calm as possible to foster psychological safety. You can guide the person to a quiet, private space where they won't feel "on display." Suggest deep breathing or have them stand with their arms braced against a wall; this posture helps open the chest and makes breathing feel less restricted. Speak to them in a calm, slow, and steady voice.
If they can walk a few steps and their physical symptoms start to ease, reassure them that they are safe and not in any immediate danger. Remind them that while the anxiety feels overwhelming, it is a physical reaction that will soon pass. You can also help them "ground" themselves by asking them to name a few things they can see, hear, or touch in the room. Suggesting they splash their face with cold water can also help "reset" their system. On the other hand, avoid phrases like "just calm down"; they are usually counterproductive and can actually increase the person's stress.
"Corporate culture has a significant influence on the psychological well-being of employees. A culture built on open communication, trust, and psychological safety can substantially reduce stress levels."
How can HR or leadership sensitively communicate about mental health? Can you recommend two effective questions to initiate a conversation?
HR and leadership can engage in sensitive mental health communication by cultivating a culture of open dialogue, transparency, and psychological safety. This involves a strategic shift from a focus on evaluation toward support and development, the implementation of continuous feedback loops, and an emphasis on prevention and the early identification of mental health challenges.
Two types of questions
1. "I’ve noticed that you’ve seemed a bit different lately, perhaps more stressed or less focused. Is there anything you’d like to talk about, or anything I can do to help?"
The first question is based on the observation of specific behavioral changes, which is less confrontational than a direct inquiry into mental health. It demonstrates genuine interest and offers support without pressuring the employee for immediate disclosure of details. This provides the employee with the agency to decide whether and what they wish to share.
2. "How are you managing your current workload and the situation? Do you feel alright, or is there something we could adjust to improve your working conditions?"
The second question focuses on the professional context and potential stressors, which often serve as an easier entry point for employees than discussing personal struggles directly. Simultaneously, it opens the door for a constructive dialogue and offers concrete solutions within the work environment, such as the adjustment of tasks or working hours.
How can employees work on managing stress and anxiety more effectively in the long run?
The first step toward managing stress is recognizing and understanding its roots. Employees should pay attention to what triggers their stress and how they react to it. Keeping a journal for a week or two can help uncover the links between stressful situations and personal reactions. It might sound cliché, but focusing on a healthy lifestyle, getting enough sleep, eating well, staying active, and practicing a digital detox is vital. Active relaxation and mental health care are also essential for long-term resilience. Prevention is often overlooked in this area; people tend to book appointments with a psychologist only when they’ve reached their breaking point. However, if you learn simple relaxation techniques, focus on building quality relationships, take time to "recharge your batteries," and find meaning in your work, you are much more likely to avoid anxiety altogether. That said, if stress and anxiety become chronic and start affecting your daily life, it’s important to seek professional help. I want to emphasize that asking for support in a difficult time is a sign of strength and courage, not weakness.
What is the role of a corporate psychologist? When is the right time to reach out to one, and what do they offer?
A corporate psychologist plays a key role in modern organizations that value the well-being of their people. Having one available is becoming a standard part of employee care. Here is what a corporate psychologist can provide:
- Individual consultations for personal growth: A confidential space to handle personal or work-related issues like stress, anxiety, burnout prevention, or building confidence and communication skills.
- Workshops and training: Interactive programs focused on stress management, emotional intelligence, assertiveness, time management, and preventing burnout.
- Support for teams and management: Helping resolve conflicts, improving teamwork, building trust, and assisting with organizational changes.
- Prevention: Identifying and addressing issues early through tools like anonymous satisfaction surveys before they turn into long-term problems.
- Crisis intervention: Immediate help during sudden traumatic events.
- Mediation: Acting as a neutral party to help resolve disputes between employees or teams.
Investing in a corporate psychologist pays off through higher employee loyalty, lower turnover, and reduced sick leave. It also boosts productivity and helps build an attractive employer brand. Companies can choose between an internal psychologist who knows the environment well or external services like Soulmio, which offer a wider selection of experts, more flexibility, and a higher sense of anonymity.
If you could give one piece of advice to managers dealing with anxiety within their teams, what would it be?
I believe the most important thing is for managers to focus on their own self-awareness and personal growth so they can lead and support others more effectively. At the same time, they should actively work on building a transparent, empathetic, and supportive environment that naturally lowers stress and promotes well-being.
How do you personally help with these symptoms in the Soulmio online clinic?
I focus on the idea that anxiety often comes from a buildup of "stress energy." Since stress is primarily a physical experience, I start by working with clients on simple physical exercises to lower stress levels and calm the nervous system. Once a client feels more grounded and calm, we move on to the thoughts that trigger the anxiety. Often, this involves looking into the client’s past to see where these unhelpful thoughts or beliefs came from. The client can then decide if they want to keep them or work with me to replace them with more helpful, truthful ones. This shift often significantly improves both their personal and professional lives.
About the author:
Michaela Bojarski
Michala Bojarski has a degree in psychology from the Faculty of Arts, Charles University in Prague. She lived in the French Alps for eight years, where she ran her own psychological practice. She co-founded the Online Psychological Counseling Center for Czechs Abroad and teaches at the Department of Psychology at the Metropolitan University in
Prague. Michala chooses working techniques to connect clients to their own sources of energy and more constructively solve life challenges. She approaches the uniqueness of clients with empathy and humility. She supports the processing of past injuries, understanding the present and developing potential for a more satisfying life. She enjoys learning, nature, sports, and learning about cultures. She consults in Czech, English, and French
