Over the past month, a COVID-shaped storm has emerged that is forcing employers to think deeply about emotional expression in the workplace. As norms are shifting in society, leaders and employees across the board are starting to wonder if crying at work is okay. Ann Francke, chief executive of the Chartered Management Institute (CMI), highlights a lingering stigma surrounding emotional expression in professional environments. She points out how people are often still criticized for crying or expressing heartfelt sentiments. This makes it especially difficult for employees to navigate the emotional landscape of the workplace.
Amy Powney, designer and founder of sustainable fashion label Akyn, gives us her firsthand account and opinion on the matter. She argues that the act of being emotional on the job has been villainized, especially for women who are usually held to harsher standards. Powney recalls a difficult period towards the end of 2022. This is on top of all the pressure she felt to live up to these ethical fashion ideals, creating a cycle of her own personal challenges.
Research indicates that crying on the job is far more common among women than men. In their stories of practice, hundreds of professionals recount the emotional high points that mark these peaks in their careers. Faarea Masud and Karen Hoggan have publicly shared their stories, emphasizing that crying can stem from a variety of pressures and situations.
Clara, 48, remembers weeping as a recent graduate. Career-wise, she was no stranger to what she described as “theme-cry moments” that left her vulnerable and in tears. Emma, another one of the professionals featured, felt she had to bottle up her feelings in a “tough male-dominated space.” She frequently criticized herself for being vulnerable, equating crying with weakness instead of the true strength it is.
A London-based 38-year-old finance worker spoke to us about their uncommon emotional experience at work. They considered crying a mark of their “professional dedication” that showed they carried on through personal adversity. This idea highlights the nuance in emotional expression at work.
As a doctor on the ground, Guy Clayton recalls having to do an inordinate amount of crying with patients, families and colleagues. He observes that revealing vulnerability can build intimacy and empathy in an often high-pressure context, hospital emergency rooms.
Shereen Hoban, executive coach and success mentor, tells us that it’s time to reconsider the old adage about crying at the office. She asserts that retaining composure may be essential for climbing the corporate ladder in some organizations but adds, “Let’s be honest. There’s still a bias in some workplaces that sees composure as strength and emotion as instability.”
This hyper-specialized workplace has made emotional intelligence the differentiator according to Hoban. More than just her personal preference, she thinks it needs to be understood as a strength and not a liability. “We’ve moved beyond the old-school idea that professionalism means leaving emotion at the door,” she states.
The discussion about emotion in the workplace goes beyond people’s inner feelings — it’s a symptom of a greater organizational culture. Georgia Blackburn, career coach and advocate, believes organizations must create systems to protect workers who are likely to experience feelings of vulnerability. She argues that “an employer that truly listens, shows compassion and understanding, is so much more likely to keep their staff motivated and happier in the long run.”
Amy Powney’s advocacy for emotional transparency strikes a powerful chord within this framework. Above all, she calls for a change in how society views emotional expression in leadership. “Women in leadership should be able to show their emotion. I think it’s a superpower. I think it’s a strength,” she insists.
On the importance of emotional expression for leaders, Francke offers an interesting counterpoint. When a senior leader is moved to tears, it becomes a sensational story, almost one out of place. When done authentically, it can be compelling as well,” she says. This is more than a theoretical argument, as the story of vulnerability can strengthen leadership impact if addressed earnestly.
As workplaces become more inclusive, the conversation around emotional expression is becoming more inclusive as well. People like Powney and Francke are leading the charge in creating a culture where showing more vulnerability is encouraged within professional spaces.