Most people know what a difficult day at work feels like. It can be tiring, draining and tense, leaving you unable to switch off. But there are also days when work feels lighter and more energising.
These good days are not necessarily defined by big wins or major achievements. In fact, they tend to come from harmonious experiences in the workplace that support our psychological needs.
Research I carried out with colleagues suggests that when people feel genuinely supported by the people around them, it helps to meet three basic needs: a sense of autonomy, a sense of competency and a sense of connection.
Meeting these needs is often what makes some days feel better than others. And workers can create these better days for themselves and for the people around them with these five simple suggestions.
1. Ask for help and offer it in return
Support does not need to be formal or time consuming. A brief check in, a quick question or an offer to share advice can make a real difference.
These small interactions help people feel connected and supported, which lifts mood and motivation throughout the day. Support works best when it goes both ways, so look for opportunities to both ask for help and offer it when you can.
2. Recognise the small wins
Feeling effective is one of the strongest drivers of wellbeing, so take a moment to notice the small things that went well.
Perhaps you made progress on a task or finally completed something on your to do list that you’d been avoiding. Recognising these small wins builds a sense of competence that carries into the rest of the day and into life outside work.
3. Give people (and yourself) some space
A sense of freedom in how we approach our work plays an important role in how we feel each day. Give yourself permission to make small choices about how you complete your tasks and allow colleagues this same freedom when possible.
Showing trust in others can strengthen your relationships, while giving yourself space can help you maintain focus and motivation.
4. Reach out before the end of the day
Short moments of genuine connection can change the tone of the entire day. A simple thank you, a message of appreciation or a short conversation with a colleague can lift your mood more than you might expect.
Reaching out to someone before you finish your day can help you leave work feeling lighter and more energised. Building positive workplace relationships not only feels good but also provides a reliable support network you can draw on when needed.
5. Stay balanced
Sometimes we feel drained because one of our basic needs is not being met. Perhaps we have had too little freedom in our work, too few moments of progress or not enough human connection.
Restoring balance matters more than maximising any one need, so taking a moment to notice what feels low is the first step towards bringing back a sense of equilibrium. The next step is to do one small thing to address it.
Choose the order of your upcoming tasks if you need a greater sense of autonomy, complete a manageable task if you need a sense of progress and check in with a colleague if you feel isolated. Encouraging others to do the same helps build a team climate where balance and support are shared responsibilities. When this happens, good days become more common.
Small changes, big differences
The main message of our research is simple. Good days at work do not require major changes or perfect conditions. They are created through small everyday moments of support that help us feel free, capable and connected.
When these needs are in balance, people feel better during the workday and have more energy when they get home. Work will always have its difficult moments, but we have more influence over our daily experience than we sometimes realise.
By paying attention to the small moments that shape our day, and by supporting each other in simple but meaningful ways, we can create more days that leave us feeling fulfilled at work and refreshed at home.
Author Ioanis Kratsiotis; Lecturer in Organisational Psychology, Manchester Metropolitan University
First published in The Conversation.
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