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If technology work is affecting your mental health, start by identifying what is driving the strain and asking for both a practical change at work and information about available support. Depending on your needs, that could mean a workload or on-call adjustment, help from a supervisor or employee assistance program (EAP), or care from a qualified health professional. If you or someone else is in immediate danger, contact emergency or crisis services now.
Start by identifying what is driving the strain
Stress can come from the work itself, the conditions around it, or both. In cybersecurity and incident response, possible pressure points include repeated incidents, on-call demands, tight deadlines, inadequate tools or staffing, and expectations to stay available. A NIST NICE webinar presentation dated December 3, 2025, lists these and other stressors, including stigma and “firedrills”; it is an example of issues raised in a cybersecurity context, not a representative survey of technology workers.
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CDC guidance also points to excessive demands and bullying as workplace issues worth addressing. Consider which factors are affecting you and what could realistically change. For example, is the strain tied to a particular rotation, workload, unclear priorities, lack of recovery time after an incident, or difficulty disconnecting?
Ask for a work adjustment and support options
A useful first conversation names the problem and asks for a specific next step. CDC recommends talking with coworkers or supervisors, identifying causes and possible solutions, asking how to access workplace mental health resources, and taking breaks. WHO workplace guidance includes organizational measures such as workload reductions, schedule changes, improved communication, and teamwork.
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You could say: “The current on-call pattern is affecting my sleep and concentration. Can we review the rotation, backup coverage, recovery time after incidents, and the support options available through our EAP?” Adapt the request to your situation and, where possible, propose a concrete adjustment.
A trusted supervisor may be a starting point. Depending on your workplace, HR, occupational health, or a union representative may also help explain options. These routes differ by employer and location; ask who handles the issue you want to raise and what information they will need.
Understand what an EAP does—and verify the terms
An employee assistance program is one possible workplace support channel, not a guarantee of a particular service or outcome. CDC and NIOSH recommend access to EAPs as part of workplace support, but the program’s eligibility, services, confidentiality terms, and limits depend on the employer and plan.
Before sharing sensitive information or relying on a particular service, check:
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- How to contact the EAP and who is eligible, including family members if relevant.
- What services it offers, such as counseling or referrals, and whether those services are short-term.
- What the plan says about confidentiality, records, and what—if anything—may be shared with the employer.
- Whether it can refer you to longer-term care and what costs, wait times, or location limits may apply.
Do not assume sessions are free or that confidentiality has no exceptions; verify the terms that apply to your plan.
Consider care outside work when you need it
If distress persists, worsens, or substantially affects sleep, concentration, relationships, work, or everyday functioning, consider contacting a qualified mental health professional or health-care provider. You do not need to decide whether a particular label applies before asking for help. WHO’s guidance on mental health at work includes individual interventions as well as return-to-work support; seeking professional care does not replace addressing harmful work conditions.
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When comparing options, ask about access, fees or insurance, location and language, appointment availability, remote or in-person care, and whether the provider can work with occupational strain, on-call schedules, or exposure to traumatic incidents. Those are questions to help assess fit, not a ranking of providers.
Use crisis or emergency help for immediate danger
In the United States, the CDC says confidential, free, 24/7/365 support is available by calling or texting 988 or chatting at 988lifeline.org. If there is immediate danger, contact local emergency services. Outside the United States, use your country’s crisis line or emergency number rather than assuming 988 is available there.
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Managers should address work conditions, not only coping
Workers should not be left to absorb preventable strain through personal coping strategies alone. The CDC’s May 12, 2026 page, “Providing Support for Worker Mental Health,” states: “Changing workplace policies and practices are the best way to address burnout.” NIOSH likewise advises prioritizing organizational-level fixes before individual interventions and highlights worker input, supportive supervision, flexibility and control, training, and EAP access.
For technology teams, managers can review incident staffing, on-call rotations, backup coverage, recovery time, workload, tools, and how priorities are communicated. Invite workers to identify recurring problems, explain what can change, and follow through. Grounding, movement, breaks, or flexibility may help some people, but they are not substitutes for safer work conditions or professional care when it is needed.
Burnout is linked to chronic workplace stress
WHO defines burnout as “a syndrome conceptualized as resulting from chronic workplace stress that has not been successfully managed.” The definition describes three dimensions: energy depletion or exhaustion; increased mental distance from, or negativism or cynicism about, one’s job; and reduced professional efficacy. It is a work-related concept, not a diagnosis to apply to yourself from a checklist.
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