Another key point in the discussion is how people perceive work.

Clark argues that work fulfills a social role, providing income, development, and recognition, but should not be treated as the sole source of personal fulfillment. When these expectations become disproportionate, the risk of frustration and emotional distress increases.

She emphasizes that professional relationships should remain clear: they are fundamentally an exchange between competence and compensation. Attempting to turn the corporate environment into the primary answer to existential concerns can create additional strain for both companies and leadership teams.

Creating a psychologically safe environment emerges as one of the key drivers of team performance.

According to Mariana, when people feel comfortable expressing difficulties, mistakes, or moments of vulnerability, the likelihood of consistent delivery, innovation, and engagement increases.

However, this sense of safety depends heavily on leadership behavior. Leaders must be emotionally available and foster relationships built on trust. At the same time, the specialist stresses that such an environment does not eliminate the need for personal accountability.

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