In the very first interview of our Wide Perspectives, Wise People series, we’re exploring one of the most invisible, yet most widespread, challenges in today’s modern workplace: stress, and the power to cope with it.

I had the chance to speak with Prof. Dr. Okan Cem Çırakoğlu, who has not only worked extensively in clinical and academic settings, but also collaborates with NGOs, government institutions, and private companies to design and deliver trainings particularly in areas like stress management, emotional resilience, and workplace dynamics.

What do most companies get wrong about stress management?

Prof. Dr. Çırakoğlu emphasized that stress management cannot be a one-size-fits-all initiative. Many organizations treat stress training as a quick awareness seminar or another "mandatory" session, yet real impact comes when programs are tailored to the actual needs of employees. This means identifying what truly causes stress, who is at risk of burnout, what responsibilities have silently accumulated on individuals, and how much of the load can realistically be managed.

So what should these trainings actually look like?

Only after understanding these dynamics can a program - whether a 10-minute tool, a one-day retreat, or an eight-week skills-based training - create real change. Understanding the company itself is just as critical as understanding the people. The scope and duration of such trainings should be designed with the organization’s culture, leadership style, and time realities in mind. Without this groundwork, even well-intentioned interventions risk becoming just another box to tick.

Between Tradition and Modernity

In some cases, there is a mismatch between the person and the role - people taking on responsibilities far beyond their actual authority or identity. Dr. Çırakoğlu notes that in societies like Türkiye, which are gradually shifting from collectivist to more individualistic cultural frameworks, professionals often find themselves navigating conflicting expectations. On one hand, they are asked to operate with a modern, corporate mindset; on the other, they remain embedded in traditional relational dynamics and value systems.

The duality many professionals carry today, between tradition and modernity, between deeply rooted cultural values and the high-speed expectations of today’s corporate life. This duality can be a richness, offering grounding and perspective. But it also creates unique tensions and stressors in today’s rapidly changing workplaces.

Are Gen Z professionals really less resilient, or just misunderstood?

When it comes to younger professionals, aka Gen Z, Dr. Çırakoğlu noted that they are not simply "different" or "less resilient." Rather, they’ve developed new coping strategies in response to a world and a work environment that look nothing like those of previous generations. While these attitudes may appear unconventional, they are in many ways adaptive responses to current conditions and organizations need to understand this context rather than dismiss it.

What does it mean to be strong at work?

Today, professional life is shaped not just by time management but by emotional management too. So perhaps the most important question is this: What does it actually mean to be strong at work - not to break, but to bounce back and recover?

As someone with a background in clinical psychology and psychotherapy, now working in human resources, I chose to begin this series with a topic that reflects a truth we often overlook: work is not only about organizations, roles, or titles - it’s also about the people behind them. And for work to be sustainable, we must also care for our psychological wellbeing and resilience.

A final word for leaders and readers

In a world where pressure is often worn as a badge of honor, this conversation reminds us that resilience isn’t about enduring silently. It’s about recognizing our limits, allowing space for reflection, and building systems that support both performance and wellbeing.

We hope it encourages leaders and professionals alike to look beneath the surface, and to start or continue building workplaces where emotional realities are not ignored, but understood.

I’m truly grateful to Prof. Dr. Okan Cem Çırakoğlu for generously sharing his insight and for making space for this conversation. Because beneath the surface of every workplace - beyond performance metrics and job titles - lie the emotional realities that quietly shape how we work, lead, and live.