An employee’s emotional system signals when they are in crisis in the workplace. However, their situation may not be evident to observers.
An employee crisis may not erupt from a dramatic event. It can begin quietly, signalled by a surge of negative emotions triggered by a real or perceived threat. Whether due to a fear of job loss, interpersonal tension or overwhelming pressure, threats of crisis activate the brain’s survival system — the “fight-or-flight response” — that, when not understood or managed, can negatively impact an employee’s emotional system, influencing what they think and do and how they respond to and cope with the threat.
For crisis-ready interventionists to respond effectively, they must understand how the emotional system reacts to threats and why employee crises are individual experiences. Two employees in the same situation may respond very differently, and some employers do not realize how poor change management can trigger employees’ reactions to perceived threats.
Psychological health and safety promotes healthy cultures and emphasizes the benefits of measuring psychosocial factors to reduce employees’ risk of perceived threats and living in fear, which can result in psychological harm. This is why we promote 10 per cent of the workforce being trained as crisis-ready interventionists — to ensure the workplace is ready to support employees before crises escalate.
Though psychological health and safety programs focus on a system approach, they must also consider individual support. Changing systems can take considerable time, but a team member trained as a crisis-ready interventionist who takes one minute to support an employee in need can mean the difference between a crisis escalating and de-escalating.
Perceived vs. real crisis
All employee crises are either real or perceived, and both can be equally disruptive.
Real crisis: An employee is told their role is being eliminated. The threat is a concrete loss of income, identity and stability.
Perceived crisis: An employee receives vague feedback and begins to worry they’re being pushed out. There’s no job loss, but the fear triggers anxiety, sleeplessness and withdrawal.
The emotional system doesn’t distinguish well between real and imagined threats. In both cases, the fight-or-flight response is activated, and the impact on well-being can be profound.
The role of emotions in crises
Emotions are the engine of crisis. They shape how a person interprets events and determine the capacity they believe they have to cope. A person in crisis often feels they are unable to cope, which can drive reactive behaviours.
For example, anxiety may lead to avoidance, anger to confrontation and sadness to withdrawal. These responses are not irrational; they’re protective. Without support, they can become maladaptive and interfere with work and personal life.
Workplace crises don’t stay at work. They follow employees home, affecting relationships, parenting and personal well-being. Partners may notice mood swings, irritability or emotional withdrawal. Sleep patterns may become erratic, and unhealthy coping, like substance use or isolation, can emerge. In some cases, the family may be aware of the crisis before the employee.
How the emotional system works
Emotions are not chosen. They arise automatically from the brain’s limbic system, particularly the amygdala, which scans for threats and triggers responses before an employee may be consciously aware of them. Think about the last time you got cut off in traffic: how you responded physically, the emotions that followed, and how your conscious brain tried to catch up.
This reflex system evolved to protect us from danger, and it still governs how we react to stress. However, it does not differentiate between immediate and perceived threats, meaning both can trigger the system because of the threat of danger.
A snapshot of how the fight-or-flight system works:
- A stimulus such as a critical email or a tense meeting activates the brain’s threat detection.
- The brain interprets the situation as safe or dangerous.
- If perceived as threatening, the fight-or-flight response kicks in, flooding the body with stress hormones like cortisol and adrenaline.
- The results are increased heart rate, narrowed focus, and a shift away from rational thinking towards survival-driven behaviour.
Without self-management, a person can be swept up by negative emotions, thoughts, behaviours and coping tactics that can move them towards avoidance, aggression or gossiping about what happened in a meeting.
The key point is that the reaction to a perceived threat is involuntary. An employee who becomes overwhelmed does not choose to feel anxious or angry. With a foundation in emotional literacy, emotional regulation and support, they can decide how to respond once the negative emotions are recognized.
Signs of emotional crisis
Recognizing when someone is in an emotional crisis is essential for early intervention. Early intervention creates an opportunity for de-escalation and a path to professional support if needed.
Common signs include:
- Sudden changes in behaviour: withdrawal, missed deadlines, erratic communication
- Emotional volatility: irritability, tearfulness, anger outbursts
- Avoidance: skipping meetings, isolating from colleagues
- Physical symptoms: fatigue, sleep disturbances, headaches
- Cognitive disruption: difficulty concentrating, indecisiveness, negative self-talk
- Aggressive or defensive behaviour: verbal confrontations, heightened sensitivity
These symptoms may range from subtle to severe and often overlap with anxiety, depression or trauma responses. Crisis is personal; what overwhelms one person may barely register for another.
Stigma: the hidden barrier
Despite growing awareness of mental illness, stigma remains a powerful barrier to support. Many employees fear being judged or labelled as unstable if they admit they’re struggling psychologically. This fear is especially powerful when emotions are involved. Asking for help is often viewed as a last resort rather than a proactive step towards clarity and resilience.
Stigma silences people. It keeps them from accessing resources, speaking up or acknowledging their distress. This allows a crisis to deepen and increases the risk to employees.
The power of crisis-ready support
One of the most effective ways to reduce stigma and support employees is to have trained crisis interventionists embedded within the organization. These individuals are known, trusted and accessible. They offer a safe space for employees to express concerns, gain clarity and plan before a crisis escalates.
Early intervention can prevent emotional overwhelm from becoming a full-blown breakdown. It helps employees reframe their experience, identify practical steps and feel less alone. When support is visible and normalized, it becomes part of the culture, not a hidden resource for “when things get bad.”
Crisis-ready interventionists are not necessarily experts in a crisis; they are aware of the situation and the need to address it before it escalates.
How to support someone in crisis
Here’s how you can help if you notice someone showing signs of emotional distress:
- Be present and non-judgmental: Listen without trying to fix or minimize.
- Validate their experience: Acknowledge that what they’re feeling is real and understandable.
- Encourage professional support: Suggest speaking with a trained interventionist or counsellor.
- Offer practical help: Provide flexibility with their workload, time off or regular check-ins.
- Respect their pace: Don’t push for quick solutions. Healing and clarity take time.
- Ask for support: If not trained as a crisis-ready interventionist, share your concerns with someone trained or trusted who can help the person in crisis know that caring supporters are in the workplace and ready to help.
An employee in crisis is having a negative emotional experience that affects how they think, feel and act. By understanding the emotional system, recognizing the signs of crisis, reducing stigma and offering early, compassionate support, workplaces can become safer, more resilient environments.
An emotional crisis doesn’t need to be a breaking point. It can be a turning point with the right tools and people in place.
Consider creating a crisis-ready workplace with trained interventionists to deal with real and perceived crises in real time, de-escalating situations and ensuring people get the support they need.
