Toxic positivity in the workplace can be damaging to employee wellbeing. While well-meaning, it is problematic when people feel pressure to be happy all the time and don’t express themselves authentically.
Healthy optimism is ideal in any situation. In this case, however, optimism involves planning for a better future, but with realistic expectations.
In this post, we’ll discuss examples of toxic positivity in the workplace, why it’s problematic in leadership and HR settings, and how to cultivate emotionally honest and psychologically safe work environments instead.
Examples of toxic positivity in the workplace
As Susan David, a Harvard Medical School psychologist, discusses on an episode of Adam Grant’s podcast, Re-thinking, forced positivity is problematic because it prioritises personal comfort over reality.
There are many ways that this can present itself in the workplace, but here are some examples:
- Encouraging employees or team members to stay positive, even when they are experiencing burnout
- A workplace culture that doesn’t value or support employees’ emotional needs
- Employees feel like they can’t be honest about challenges in the workplace, and pretend that everything is okay when they are struggling
- Fear of being met with disapproval for voicing opinions or speaking up
When employees feel that they can’t be authentic or express their emotional needs, it’s problematic for everyone in the organisation. For these reasons, leaders and human resources (HR) must raise awareness about toxic positivity in the workplace.
Why toxic positivity is problematic in leadership and HR settings
If leaders and HR professionals are not aware of forced positivity, it can filter down to all levels of the business. When managers and leaders focus only on positive thinking, and this attitude sets the standard, team members may not express their genuine feelings, which can lead to stress, low morale, and people leaving the organisation.
But what are these genuine feelings? In her review of the book Toxic Emotions at Work: How Compassionate Managers Handle Pain and Conflict by Peter J. Frost, academic Laura Boehme (2024) discusses the concept of emotional pain, which is present in all aspects of life, including the workplace.
Emotional pain can include the following:
- Stress
- Anxiety
- Sadness
- Any debilitating emotions that make a person unable to function in their full capacity
When an employee is experiencing any of these, organisations should provide adequate support. Otherwise, there may be a tendency to overlook or suppress them. When we suppress emotions, this not only affects an employee’s ability to function but also the health of the organisation.
Boehme also talks about the concept of “toxic handlers”, or people with high levels of emotional intelligence and compassion who play a supporting role in an organisation. In leadership and HR settings, this is especially relevant, as if there aren’t people or ways to deal with emotional pain, this will have a ripple effect.
While “toxic handlers” might be naturally present in all organisations, it’s vital to equip everyone in the workplace with the skills to manage difficult emotions. By doing so, we don’t have to rely on certain people to take on this responsibility; instead, we build a workplace that values emotional resilience and empathy.
How to cultivate emotionally honest and psychologically safe workplaces
Toxic positivity is a result of not being able to or willing to deal with emotional pain. At work, as in life, we all need to learn how to manage difficult situations, deal with stress, and build constructive relationships, even in the face of conflict.
When managing workplace mental health, it makes sense to prioritise emotional honesty and psychological safety. However, what does this look like in practice?
According to the Society of Human Resource Management (SHRM), some practical tips for avoiding toxic positivity in the workplace include:
- Start from the top down: Leaders need to embrace a workplace culture that values psychological safety. They can do this by being vulnerable and sharing their challenges, an approach that author Brené Brown advocates in her book, Dare to Lead.
- Create space for honest conversations: By creating opportunities for employees to talk openly to one another, organisations can foster better workplace mental health, as no one needs to hide their emotions behind a facade of fake happiness.
- Be optimistic but realistic: While it’s essential to have open and honest conversations, organisations should encourage realistic acknowledgement of difficulties and collaboration.
- Encourage mental health awareness: By raising awareness about mental wellbeing, employees can be more open about their challenges and seek the relevant support.
- Prioritise inclusion and empathy: Organisations can create safe work environments by ensuring that everyone feels comfortable expressing themselves, which reduces the pressure to conform to unrealistic expectations.
To learn more about psychological concepts like toxic positivity and how to manage them, read more about SACAP’s degree programmes, short online courses and workshops in applied psychology.
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Higher Certificate in Counselling and Communication Skills
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