Category: Ажлын Стресс

More than one in four employees globally is experiencing burnout. Half of them are actively looking for a new job. The leading driver is not workload or pay, it is the feeling that their organization does not allow them to be honest about how they are doing. Toxic positivity is one of the most widespread and least-named problems in professional culture today. And it is being spread, mostly, by well-meaning managers.

It usually sounds like something positive. ‘Stay focused on what we can control.’ ‘Every challenge is an opportunity.’ ‘We just need to keep our energy up.’ These phrases are delivered with good intentions, a manager trying to keep morale intact, a leader trying to hold a team together through a difficult period. They land, often, like a door being closed in someone’s face.

Toxic positivity is not the same as optimism. Optimism acknowledges difficulty and chooses to believe things can improve. Toxic positivity denies the difficulty entirely or, worse, treats its acknowledgment as the problem. It is the organizational equivalent of being told to smile when you are in pain. It does not remove the pain. It adds isolation to it.

The research on what this costs organizations is no longer ambiguous. Sixty percent of employees globally have experienced stress-related health issues directly caused by workplace conditions. Sixty-six percent report some form of burnout in the past year. And critically, employees who feel their mental health is genuinely supported are twice as likely to report no burnout or depression. The gap between organizations that create real psychological safety and those that perform positivity is measurable in output, in attrition, and in the quiet daily disengagement of professionals who have stopped saying what they actually think.

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What Toxic Positivity Actually Looks Like

The challenge with toxic positivity is that it rarely announces itself as a problem. It hides behind the language of encouragement. The managers who practice it are not usually trying to be dismissive; they are often the most enthusiastic, well-intentioned people in the room, which is precisely what makes it so difficult to address.

It shows up in specific, recognizable patterns. A team member raises a concern about an unrealistic deadline. The response: ‘Let’s focus on what we can achieve rather than what we cannot.’ A project fails. The debrief: ‘Great learning experience onward and upward.’ An employee says they are struggling. The reply: ‘You are so resilient, I know you will handle it.’ None of these responses engages with what was actually said. All of them close the conversation before it has started.

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“Just stay positive, things will work out!”

Why it backfires: It invalidates the specific concern being raised and signals that discomfort is unwelcome. The employee stops raising concerns, not because things have improved, but because they have learned that raising them carries a social cost.

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“We don’t have time to focus on the negatives right now.”

Why it backfires: It reframes honest assessment as a character flaw being ‘negative’ rather than as the necessary diagnostic work that allows problems to be solved. Organizations that cannot hear bad news early pay for it in bad outcomes late.

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“Everything happens for a reason. You’ve got this!”

Why it backfires: It replaces organizational accountability with individual encouragement. If a structural problem is causing a team to struggle, telling individuals they are strong enough to handle it is not support. It is deflection.

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Why It Is Especially Costly in Professional Contexts

57%   of employees in poor workplace cultures are actively job hunting – SHRM State of Global Workplace Culture, 2025

In a professional setting, toxic positivity does specific damage that goes beyond individual emotional experience. It erodes the information quality that organizations need to make good decisions.

When team members learn that raising problems is met with dismissal or reframing, they stop raising them. The risks that should surface in team meetings do not. The early signals of project failure are not flagged. The operational friction that builds in a department remains invisible until it becomes a crisis. Managers who practice toxic positivity often genuinely believe their teams are doing well because the feedback mechanisms they have created only transmit good news. The bad news is still there. It has simply found other channels: exit interviews, LinkedIn job searches, and quiet conversations in corridors that never reach the people who could act on them.

Only two in five employees globally feel comfortable discussing their mental health at work, despite growing organizational awareness of the issue. The gap between awareness and safety is the space where toxic positivity lives. An organization can have a wellbeing program, a mental health day policy, and a values statement about psychological safety and still have a management culture where employees instinctively hide their struggles because the unspoken rule is that struggle is not welcome.

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What Psychological Safety Actually Requires

The alternative to toxic positivity is not toxic negativity, wallowing, catastrophizing, or dwelling without purpose. It is what researchers call balanced positivity: an organizational environment where honest assessment of difficulty is welcomed as the necessary precondition for genuine problem-solving, and where optimism is grounded in reality rather than imposed on top of it.

Google’s Project Aristotle, a five-year study of what makes teams perform, found that psychological safety was the single most important factor in team effectiveness. More important than individual talent, more important than team composition, more important than clear goals. Psychological safety means that team members feel safe to take risks, raise concerns, and be honest about uncertainty without fear of being dismissed, punished, or labeled as negative.

Building that environment requires specific managerial behavior, not just good intentions. It means responding to raised concerns with genuine curiosity rather than immediate reframing. It means asking ‘what are we not seeing here?’ in team meetings rather than only ‘what is going well?’ It means treating the person who flags a problem as someone doing the organization a service, which, in every case, they are.

The most useful shift a manager can make is replacing the reflex toward reassurance with the reflex toward acknowledgment. ‘That sounds genuinely hard’ is more useful than ‘I know you can handle it.’ ‘Tell me more about what you are seeing’ is more useful than ‘Let’s focus on the positive.’ Not because optimism is wrong. Because people who feel heard are more resilient than people who feel managed.

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The Talent Cost Nobody Calculates

The connection between psychological safety and talent retention is direct and underexamined in most organizational conversations about culture. Employees in toxic environments and toxic positivity qualify as a form of toxicity, even when well-intentioned, and are three times more likely to experience harm to their mental health than those in healthy workplaces. Diminished productivity from poor well-being drained an estimated $438 billion globally in 2024 alone.

In Mongolia’s professional market, where the best candidates are increasingly selective, where Gen Z professionals have grown up naming these dynamics explicitly, and where the difference between an organization with genuine psychological safety and one that performs positivity is visible within weeks of joining, the talent cost of toxic positivity is not abstract. It is the mid-senior professional who leaves after eighteen months because they could never say what they actually thought. It is the analyst who stops raising risks because raising them feels pointless. It is the manager who burns out quietly and becomes a retention problem themselves.

Lambda.Global’s assessment of organizational culture, which we conduct as part of every executive search, consistently surfaces psychological safety as one of the most consequential variables in candidate placement success. The hires that last are made into environments where honesty is genuinely welcome, not just officially tolerated. Telling the difference between those two things is one of the most valuable things a well-run search process can do.

Positivity is not the problem. Forced positivity, the kind that makes people feel they cannot tell the truth, is the organizations building genuine psychological safety are not less positive than those performing it. They are more honest, more resilient, and considerably harder to leave.

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SOURCES & REFERENCES

1.  SHRM – Identifying and Preventing Toxic Positivity in the Workplace (April 2025)

1 in 4 employees experiencing burnout globally (SHRM 2024); 57% in poor cultures actively job hunting; only 2 in 5 comfortable discussing mental health.

https://www.shrm.org/executive-network/insights/preventing-toxic-positivity-in-workplace

2.  Growtherapy – 45+ Workplace Mental Health Statistics for 2026 (May 2026)

66% report burnout in past year; employees supported 2x less likely to report burnout; $438B productivity drain from poor wellbeing (Gallup 2025).

https://growtherapy.com/blog/workplace-mental-health-statistics

3.  iHire – Toxic Workplace Trends Report 2025 (December 2025)

60%+ experienced stress-related health issues from workplace; 43.9% rate work-life balance good/excellent; recognition and wellness as top retention drivers.

https://www.ihire.com/resourcecenter/employer/pages/toxic-workplace-trends-report-2025

4.  Wellable – Study: 1 in 5 Workers Battle a Toxic Work Environment (2024)

19% report toxic workplace; 3x more likely to experience mental health harm; APA data on employer mental health support trends.

https://www.wellable.co/blog/study-1-in-5-workers-battle-a-toxic-work-environment/

5.  International Journal of Indian Psychology – Toxic Positivity and Mental Health Struggles (May 2025)

Toxic positivity as emotional suppression mechanism; impairs stress management; workplace policies needed to balance optimism with emotional authenticity.

https://ijip.in/wp-content/uploads/2025/05/18.01.104.20251302.pdf

6.  Google – Project Aristotle: What Makes a Team Effective (re-examined 2025)    

Psychological safety as #1 factor in team effectiveness; more predictive 

Everyone can recognize this path to success. The employee gets promoted, the salary jumps and the title is elevated. But the hours start to stretch and the phone calls never stop. One day, someone asks how you are doing and you realize you have been burnt-out for a long time. Burnout isn’t a crisis that arrives suddenly. It’s a slow fade and by the time most people notice that they are burnt-out, they have already been running on empty fuel.

The term burnout doesn’t have much appeal. It seems too serious, too remote for ordinary people and seems like something that only happens to other people in other countries. But figures speak a different language. According to a Gallup survey conducted in 2023 across various locations, 44% of employees worldwide expressed feelings of experiencing a lot of stress on the previous day. In East Asia, the figure remains above average. Statistics specific to Mongolia aren’t as plentiful regarding this issue, but the same trends are visible for anybody who works in the corporate environment of Ulaanbaatar city.

The problem is that burnout does not announce itself. It accumulates with one missed dinner with family, one weekend spent catching up on emails, and one more week of pushing through the work without a break. As a consequence, the most reliable employee on the team starts showing up late, making uncharacteristic mistakes and mentally checking out.

The World Health Organization recognized burnout as an occupational phenomenon in 2019 and the following are its criteria:

• Feelings of energy depletion
• Increased mental distance from one’s job
• Reduced professional efficacy

You do not need a medical degree to notice how many people fit that description.

In Mongolia, what causes the burnout is common enough but quite focused. The city traffic alone will swallow two to three hours of a person’s life before reaching their workplace. Visibility at the workplace is still paramount, despite having options for working remotely in such sectors. Living costs are rising in a rate that frightens the average family. As a result, employees are left no choice but to cling on to jobs they could otherwise abandon.

According to a 2024 study by the Ministry of Labor and Social Protection, one of the main issues stated by young professionals as one of the main causes of them leaving a job was overworking and a lack of flexibility. Another interesting finding of that research showed that 70% of Millennials and Gen Z employees preferred having flexibility rather than a moderate raise in wages at work. Unfortunately, organizations have not managed to adapt to their needs yet.

What actually helps, according to people who study this

Autonomy is the strongest protection. If people can decide how, when, and in what sequence they perform their tasks, they will be much less susceptible to exhaustion. However, this does not imply anarchy. Autonomy means that one gives professionals freedom to manage their schedule and productivity independently. The shift from a culture that respects supervision is difficult in a society that places great importance on supervision. However, such organizations see improved retention and motivation rates.

The second thing is appropriate limits for workload. A team that sends e-mails at 11 pm is quietly signaling that everyone needs to be ready at 11 pm to check their email. The most straightforward and least expensive way to prevent burnout on your team is a clear understanding that anyone who emails before 7 pm isn’t required to answer anything non-urgent.

The third way is through professional development. When one feels they are developing, then the same small stresses become much more bearable. The findings of the 2022 skills survey by the World Bank in Mongolia indicated that employees who enjoyed training and learning regularly felt more satisfied and were less inclined to move out of their position. Development doesn’t always need to cost money. It could just be mentoring, challenging tasks, or access to quick classes.

Ignoring burnout costs more than addressing it

Burnout is often treated as a soft issue where the HR team can worry about between budget meeting, but the financial cost is hard. Depending on their role, replacing a mid-level professional costs between 50% and 200% of their annual salary. When a capable person burns out and walks away, the organization doesn’t just lose a body. They lose institutional knowledge, relationships and months of productivity.

There is also a quieter cost. When the most dedicated employees burn out first, because they are the ones everyone piles work onto, the organization loses exactly the people it most wants to keep. This is a signal that the system is failing.

Where Lambda.Global fits

Lambda.Global contributes to this conversation by making market expectations more transparent. The sector reports and job data show which roles are demanding what, and increasingly, they show that candidates are prioritizing flexibility and work-life balance over salary alone. Companies that recognize this in their job design attract faster. Companies that do not find themselves searching longer.

Further still, the professional growth map provided by Lambda’s skill insights is one which will ensure engagement rather than stagnation. Engagement is not the opposition of burnout but an effective deterrent against it.

A closing thought

Burnout cannot be prevented by one policy alone. However, there are many small choices that can prevent it, such as a manager who does not send emails on Sundays, a professional who attends a training program because he finds it fascinating, and an organization that gauges commitment in terms of outcomes achieved.

The professionals who will be thriving in ten years are not the ones who pushed hardest, but the ones who learned that a career is a long game. And the organizations that will still have their best people are the ones that understood the same thing.

References

1. Gallup, State of the Global Workplace Report (2023) – global stress and burnout statistics.
2. World Health Organization, Burn-out an “occupational phenomenon”: International Classification of Diseases (2019).
3. Ministry of Labour and Social Protection / Research Institute of Labour and Social Protection, Labor Market of Mongolia: Mid-Term Demand and Supply Forecasting Study Report (2024) – youth preferences for flexibility.
4. World Bank, Skills demand in Mongolia: Main Findings of the Skills Module of the Barometer Survey (2022) – link between training and job satisfaction.
5. Society for Human Resource Management, SHRM Research: The Cost of Employee Turnover (2022) – replacement cost ranges.
6. Lambda.Global, Sector Salary and Skills Reports (2025) – observed candidate preferences and demand signals.

The Heroic Mirage: Why “Always-On” Isn’t Real Leadership

These days something strange is happening in Mongolian boardrooms. A lot of executives think that being a leader means they have to be available all the time. They answer emails at night they take calls on Sundays and they go to meeting after meeting. You see this everywhere. People are smiling,. They look tired. Their offices are always open. The idea is, if you really care about your job you never stop working.

The truth is, this way of thinking is bad for people. It does not make companies stronger. At Lambda Global we think the “Always-On” culture is a problem, not something to be proud of. Working all the time hides issues it hides the fact that things are not working well and in the end it costs the company a lot more than it helps.

Decision Fatigue: The Profit Killer Hiding In Plain Sight

The important work for leaders is making big decisions. They have to navigate risks find opportunities and set the direction for the company. This is not work. It takes a lot of energy.

We know from science that our minds can only do much. When CEOs and founders work much they get tired and their judgment suffers. They are not as good at making decisions. Studies show that being very tired can affect your thinking much as drinking too much alcohol. You would not want a CEO to make decisions if they were drunk would you?. Companies expect their leaders to work too much and then they are surprised when those leaders make mistakes. Leaders are busy fighting fires that they do not have time to think about the bigger picture.

Negative Signaling: How “Busyness” Turns Toxic

It is not about the person in charge. When a CEO does not take time off their team thinks that rest is not important. Soon everyone is pretending to be busy to look good. People stay late at the office not to get work done. To look busy. The whole company starts to care about looking busy than getting results.. When that happens people are not creative anymore.

The best employees, the ones who’re really good at their jobs and think globally do not want to work in a place like that. They want to make a difference not just work all the time. So they. What is left is a team that is good at looking busy but not good at moving the company forward. That is a loss of talent. It costs a lot.

Strategic Rest: A Way to Lead

In countries with strong economies top executives know that rest is important. They know it is not a luxury. Something they need to do their jobs well. Taking time off like Bill Gates does is not a vacation. It is time to plan to recharge and to think clearly. In places like Mongolia, where things can change quickly taking time off is more important.

Here is why it matters:

– Your brain needs rest to come up with ideas. You need to let your mind wander sometimes.

– Leaders need to step from their work to see the bigger picture. That is how they can prepare for what’s coming.

– Being a leader is a marathon, not a sprint. If you burn out fast you will not be able to lead your company well.

Shifting to “Ready”: The Lambda Global Approach

To really change companies need to do more than just give their employees long weekends. They need to build teams that can work independently without the boss always telling them what to do. That is why Lambda Global helps Mongolian companies find talent and build strong teams. We help leaders focus on the work not just the routine tasks.

When you trust your team you do not need to control every thing. You can focus on the decisions that really matter. A company that can run well even when the boss is not there is a company that will last.

Clarity Wins, Not Clutter

The future of Mongolia will not be led by the exhausted leader. It will be led by people who can think clearly even when things are tough and who are not afraid to take time off. It is time to stop thinking that being “Always-On” is a thing and start thinking that rest is important for good leadership.

For companies that want to compete globally the right investment is not in working more hours. It is in being leaders. That means taking time off delegating tasks and finding the talent. At Lambda Global we want to help you do that. Lets stop being “On” and start being smarter, about how we work. The future depends on it.

Захиралтайгаа муудалцах бол хэвийн зүйл

Ажлын байранд санал зөрөх, маргах нь амьдралын салшгүй хэсэг гэдэгтэй маргах хүн үгүй бизээ. Зарим үед бид удирдлагаасаа өөр үзэл бодолтой байх нь хэвийн үзэгдэл. Гэвч захиралтайгаа муудалцсан үед асуудлыг хэрхэн зөв, мэргэжлийн түвшинд шийдэх вэ? Энэ нийтлэлд танд хэрэгтэй, бодит амьдралд шууд ашиглаж болох 6 алхамыг хүргэж байна.

1. Түр азнаж, сэтгэл хөдлөлөө удирдахыг хичээгээрэй. 

Маргалдсан, муудалцсан даруйдаа шууд хариу үйлдэл үзүүлэхээс зайлсхийх хэрэгтэй. Сэтгэл хөдлөлөө намжааж, нөхцөл байдлыг тайван харж сурах нь хамгийн эхний чухал алхам. 

Зөвлөмж:

• Нэг өдрийн дараа өчигдөр болсон асуудлыг дахин эргэн хар. Судалгагааар сэтгэл хөдлөл 24-48 цагийн дараа эерэг, эрүүл бодол руу шилждэг байна. 
• Түр холдох, өөр ажилд анхаарлаа төвлөрүүлэх. Стрессдээд, захиралыгаа харахаар л уур хүрч байвал арай өөр газар очоод, өөр зүйлд анхаарлаа төвлөрүүлээд үзээрэй. 

2. Шууд ярилцах зориг гаргаад үз.

Захиралтайгаа нээлттэй, шууд ярилцахаас бүү айгаарай. Хэлэх үг, хэлмээр байгаа санаа чинь аман дээр гараад ирсэн бол хэлэхэд буруудахгүй. Асуудлаа зөв, эерэг хандлагаар  шийдсэн тохиолдолд харилцан ойлголцол ихэнхдээ сайжирдаг. 

Зөвлөмж:

• Боломжтой бол ганцаарчилсан уулзалт товлоод, хэлэхийг хүссэн зүйлээ, үл ойлголцлоо тайлбарлаарай. 
• Хүндэтгэлтэй, эелдэг үг сонгоорой. 
• “Би таныг буруутгах гэсэнгүй, зөвхөн ойлголцохыг хүсэж байна” гэдгээ тодорхой хэлээрэй. 

3. Буруу зөв гэхээс илүү гарц хайгаарай. 

Маргааны зорилго нь “хэн буруу вэ?” гэдгийг олох биш, “яаж шийдэх вэ?” гэдгийг олох юм. Бидний дунд ийм асуудал байгааг ярилцаж ойлголцмоор байгаа гэдэг санаагаа илэрхийлээрэй. 

Зөвлөмж:

• Хоёуланд нь ашигтай шийдэл санал болгох. Яагаад энэ нөхцөл байдал үүссэнг ярилцаж, харилцан шийдвэр олох. 
• “Бид дараа ийм асуудлыг яаж давтахгүй байх вэ?” гэж хамтдаа ярилцах. 

4. Захирлаа чин сэтгэлээсээ сонс

Ихэнх хүмүүс захирлын яриаг өөрийгөө хамгаалахад ашигладаг. Гэтэл захирлын байр суурийг чин сэтгэлээсээ сонсвол та асуудлын гол шалтгааныг олж чадна. Албан тушаалаар л өөр болохоос адилхан хүн шүүдээ гэж бодоод үзээрэй. Хааяа үнэхээр тус болдог шүү. 

Зөвлөмж:

• Захирлынхаа үгийг таслахгүй, тайвнаар анхааралтай сонсох. Танд ч бас өөрийнхөө мэдрэмж, төрсөн сэтгэгдлээ илэрхийлмээр байгаа юм билүү?

• “Таныг ингэж бодсон байж болох юм” гэж зөвшөөрөх. Хүнийг сонсох чадвар, ярих чадвараас илүү гарах тохиолдол байдаг шүү. 

5. Харилцаагаа сайжруулах санаачлагатай байгаарай. 

Маргаан гарлаа гээд харилцаа дуусах ёстой гэсэн үг биш. Харин ч маргааны дараа харилцаагаа сэргээх, илүү бат бөх болгох үнэтэй боломж байдаг.

Хамгийн гол нь:

• Айх хэрэггүй
• Эмээх хэрэггүй
• Дотроо битгий уурла

Чи сэтгэлдээ хадгалж, сэм бухимдахаас илүү шууд, илэн далангүй ярилцах нь үр дүнтэй. Гэхдээ захирлынхаа цаг завыг зөв харах хэрэгтэй. Ажил багатай, тайван үед нь:

“Та надтай бага зэрэг ярилцах боломжтой юу?” гэж энгийнээр асуухад л хангалттай. Ганцхан энгийн өгүүлбэр шүүдээ. 

Захирал ч хүн. Амархан уурладаг ч бай, тайван хүн ч бай, сайн харилцааг сэргээх боломж хэзээд байдаг.

6. Дахин дахин муудалцаж байгаа бол мэргэжлийн арга хэмжээ ав

Хэрвээ харилцааны зөрчил байнга давтагдаж, сөрөг нөлөө үзүүлж байвал хүний нөөцийн алба эсвэл мэргэжлийн зөвлөгчтэй холбогдох хэрэгтэй. Байгууллагынхаа хүний нөөц, эсвэл сэтгэл зүйчид ч хандаж болно. 

Дүгнэлт

Захиралтайгаа муудалцсан үед сэтгэл хөдлөлөө зөв удирдаж, тайван харилцааг баримталж, гарц гаргалгаа олох ухаалаг алхмууд хийх нь хамгийн зөв шийдэл юм. Хүнд хэцүү нөхцөл ч танд харилцааны ур чадвараа хөгжүүлэх сайхан боломж болж өгнө.

FYI:

• Тайвшир
• Нээлттэй ярилц
• Гарц хай
• Сонс
• Харилцаагаа хөгжүүл
• Мэргэжлийн тусламж ав

Илүү олон зөвлөгөө, карьер хөгжүүлэлтийн мэдээллийг манай LAMBDA платформоос аваарай.

Зарим өдөр бид ажлын ачаалал бус, надад дургүй хэн нэгний харилцаа, хандлагаас болж туйлддаг. Ажил хэргийн хувьд харилцаа хамааралгүй тус тусдаа ажил хийдэг бол хичнээн сайхан бэ. Гэвч өдөр бүр хоорондоо харилцаж, хамт ажиллах шаардлагатай шүү дээ. Тэр хүний үл ойшоосон харц, ёжтой инээд, дорд үзсэн өнгө аяс зөвхөн ажил дээр үлдэхгүй. Гэрт, гадаа, машинд, автобусанд, гудаманд гээд бүх цаг үед бодогдож сэтгэл зүйн шаналал болно хувирдаг гэдэгтэй та ч бас санал нэгдэх бизээ. 

Үл ойлголцол үүсэхэд бүх бурууг нэг хүнд тохох хэрэгтэй юу?

Хамгийн эхэнд бодогддог зүйл бол “Би л асуудалтай байх” эсвэл “Тэр хүн л хэцүү хүн” гэсэн хоёр туйл. Гэхдээ үнэндээ үл ойлголцол үүсэхэд хэн нэгнийг шууд буруутгах гэдэгтээ яарах хэрэггүй. Заримдаа:
• Үүрэг даалгавар тодорхойгүй өгөгдсөн байж болно.
• Мэдээлэл дамжихдаа “мутацад” орсон байж ч болно.
• Сэтгэл санаа нь тухайн үед тааруу байсан ч байж мэднэ. 
Тиймээс үл ойлголцолд хүнийг биш нөхцөлийг шинжлэх нь илүү ухаалаг алхам байж болно.

Ажлын харилцаа хувийн амьдралд хэрхэн нөлөөлдөг вэ?

Өдөржингөө хэн нэгэнд гомдчихсон эсвэл бухимдчихсан үед гэртээ ирэхэд “зүгээр байх” гэж оролдоход ч бие нь хариу үйлдэл үзүүлдэг. Амьсгаа хүнд, дуу ая өөр, жижиг зүйлд уурлах гээд л…
Gallup-ийн судалгаагаар, ажил дээрээ сэтгэл зүйн дарамттай байдаг хүмүүсийн 76% нь гэртээ бухимдалтай байдаг гэжээ. Хүүхдүүд ч анзаарна, хамтрагч тань ч мэдэрнэ.
Тэгэхээр энэ бол зүгээр л “ажлын жижиг асуудал” биш шүү. Энэ бол таны амьдралын чанарт нөлөөлж буй зүйл.

Тэгвэл яах вэ? — Өөрийгөө дотроос нь хамгаалж эхэлье

Хамгийн түрүүнд өөрөөсөө асуу:

• “Яг юу намайг зовоогоод байна вэ?”
• “Энэ мэдрэмжээ яаж эрүүлээр илэрхийлж болох вэ?”

Хариулт нь: Шууд хариу барь гэсэн үг биш. Харин ч эсрэгээрээ — сэтгэл хөдлөлөөс ангид тайван ойлголт чухал. Хэн нэгэнд хандахдаа:
“Та намайг зориуд ганцаардуулж  байгаа юм шиг санагдсан” гэхийн оронд
“Би тухайн үед ганцаараа орхигдсон байгаа юм шиг мэдрэгдсэн” гэж илэрхийлэхэд хүмүүсийн хандлага өөр болдог.
 Хүн рүү чиглэсэн биш, өөрийн мэдрэмжээ төв болгосон илэрхийллүүд нь харилцааг зөөллөдөг шүү. 

Бүхнийг өөрчлөх албагүй — Өөртөө уян хатан байхад л хангалттай

Бид ихэвчлэн бүхнийг өөрчлөх гээд оролддог. Хүн бүртэй ойлголцох, хамт олон бүгд наашаа харна гэж найддаг. Гэхдээ үнэндээ:

• Бүх хүнтэй дотно байх шаардлагагүй
• Ажил мэргэжлийн хүндэтгэлтэй харилцаа хангалттай
• Зарим асуудалд “За яах вэ” гэж хэлж сураарай. 

Мөн өөртөө ингэж сануулж байгаарай:
“Би асуудлыг биш, өөрийн тайвныг сонгож болно.” Ажлын орчин дахь үл ойлголцол бол ердөө “ажлын нэг хэсэг” биш. Энэ бол таны сэтгэл зүйд, гэр бүлийн уур амьсгалд, өөртөө итгэх итгэлд нөлөөлдөг хүчтэй нөлөөтэй зүйл. Хэрвээ та яг одоо ийм мэдрэмжийг амсаж байгаа бол битгий өөрийгөө зэмлээрэй. Битгий ганцаардаарай. Харин өөрийгөө ойлгоорой. Дуугарах хэрэгтэй үед нь хэлээрэй. Дуугүй байж тайвшрах үедээ түр ухраарай.

Дүгнэлт: Өөрийгөө зэмлэх бус, ойлгож хамгаал

Ажлын орчин дахь үл ойлголцол бол зүгээр нэг “ажлын нэг хэсэг” биш. Энэ бол:

• Таны сэтгэл зүй
• Гэр бүлийн уур амьсгал
• Өөртөө итгэх итгэлд хүчтэй нөлөөлдөг зүйл шүү

Сонирхолтой, танд тус болохуйц зөвлөгөөг зөвхөн LAMBDA-с. 

Энд дарж Lambda-гаар карьер замналаа тодорхойлуулаарай.