Although we may now have a word for it, very few people can probably, hand on heart, say they’ve never exhibited pleasanteeism at work. We consider why it is an unhealthy habit and offer some tips to help break its cycle.
It’s a bit of a contradiction when on the one hand we’re taught from an early stage in our careers to put on an optimistic air even when we feel far from it, whilst on the other that we should bring our authentic selves to work.
Pleasanteeism – what is it?
Pleasanteeism can be described as the pressure felt by individuals not to express how they’re really feeling in the workplace regarding stress, anxiety and mood. Instead, hiding behind a façade of surface level pleasantries and positivity.
An acceptance, for example, that in their workplace they feel it would not be ‘professional’:
- to disclose feelings of being overwhelmed
- to admit to worries about the effect their workload is having on their mental health
- to discuss how work is impacting their personal life
- to show their true emotions
Pleasanteeism therefore exists in a workplace culture where individuals supress their emotions and genuine feelings about work-related stress. They sense instead that putting on a brave face and feigning jollity is the behaviour sought. No-one speaks up about long hours, heavy workloads or even bullying behaviours. It is silently accepted that productivity has precedence over mental health. This leads to individuals believing that everyone else is coping, adding to the pressure to pretend they are too, even when they know they’re not.
Effects over the longer term
Pleasanteeism has been described as having the potential to lead to a lose-lose situation for employees and employers.
Individually – employees who do not feel psychologically safe at work are unable to be themselves. The combination of feeling fearful to express thoughts and views honestly and supressing true emotions can, over time, affect mental health, impact self-esteem, and lead to increased anxiety and depression.
Organisationally – it’s well documented that overworked employees can become disengaged and burnt out. This leads to issues around productivity, the potential need for sick leave or even resignation. An added concern for organisations is one of financial and reputational damage being incurred through grievances and tribunals from individuals who felt that resignation was their only option.
Signs to be aware of
Some of the warning signs of pleasanteeism include:
- Never wanting to say no because you fear either appearing weak or letting anyone down, so you say yes even when you’re at full capacity to avoid any possible conflict
- Feeling unable to ask for help and apologising if you feel your mask has dropped and you have shown any signs of stress
- Believing that to show true commitment you should work on outside your working hours, work through breaks, perhaps trying to be the first there and/or the last to leave
- Always replying positively when asked how you are and sidestepping any issues that are troubling you, with the aim of not appearing problematic
- Masking how you are truly feeling and pretending to others that you are not struggling
- Trying to avoid social interactions at work and skimming over any issues you are having in meetings to discourage further discussion
Tips to break the cycle of Pleasanteeism
For organisations
- Changing workplace culture has to start from the top. If senior management are open about their reality, this honesty will cascade downwards to others. By individuals feeling comfortable to share their reality of why they may be struggling to put on a brave face, solutions for a way forward can be discussed.
- Take action to ensure that psychological safety is felt throughout the workforce to help lessen anxiety and lead to a happier, more productive working environment.
- Assist managers to consider ways of offering flexibility to help employees manage stress levels more effectively.
- Increase awareness of mental health and self-care; encourage the taking of breaks, participating in mental health awareness training, publicising the possibility of taking occasional mental health or wellbeing days.
For leaders and managers
- Set an example by being open and talking about mental health, even starting small by sharing how you are feeling (e.g. “I have a headache so won’t be at my best today”).
- Nurture a supportive environment where 2-way open dialogue is encouraged. Provide opportunities for employees to talk without judgement and actively listen if a team member airs their views.
- Be honest about any mistakes made and highlight the opportunity they present for growth, accepting that no one is perfect.
- Admit and remind others that everyone can’t be and isn’t expected to be 100% motivated 100% of the time.
For individuals
- Remind yourself and believe that no job is worth damaging your health for – take breaks, prioritise wellbeing, take your allocated days off and all holidays due.
- Talk to someone about pleasanteeism. If you feel your line manager is not the right person, then either to someone else within your organisation or an external mentor.
- Remember that you can be professional without smiling or feigning enthusiasm – a composed and civil presence is a valued attribute.
This tip appeared in our January 2025 e-newsletter. Many other workplace wellbeing tips are available on our website – please have a browse to find some that work for you.
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