All about the growing trend of 'pleasanteeism' at work and how it can lead to severe consequences

In India, pleasanteeism is deeply intertwined with cultural and organisational norms.

In an era where professionalism is often equated with unrelenting positivity, a silent yet pervasive workplace trend has emerged — pleasanteeism. Coined by Shaun Williams, CEO of Lime Global, in 2021, the term describes the growing compulsion among employees to mask stress, anxiety, or low mood with a facade of cheerfulness.

This behaviour, which builds upon the outdated culture of presenteeism—the practice of showing up at work despite illness—has become increasingly significant as workplaces adjust to post-pandemic dynamics and hybrid models.

Williams defines pleasanteeism as the pressure to “display our best self and show that we are OK regardless of whether we’re stressed, under too much pressure, or in need of support.” While professionalism involves managing emotions while adhering to workplace norms, pleasanteeism demands emotional suppression, often to the detriment of an individual’s well-being.

A survey conducted by Lime Global in February 2022 revealed a striking rise in this trend, with 75% of UK workers admitting to "putting on a brave face" at work, compared to 51% in May 2021. Financial pressures, job insecurities, and societal expectations were found to be significant drivers of this behaviour, according to experts.

The emotional labour involved in maintaining this facade can lead to severe consequences, including burnout, emotional dissonance, and chronic stress. Burnout prevention coach Gaby Grzywacz emphasised the long-term impacts, stating that suppressing emotions can damage mental health, leading to anxiety, depression, and even physical conditions such as high blood pressure and memory issues.

In India, pleasanteeism is deeply intertwined with cultural and organisational norms. Collectivist values and hierarchical structures exacerbate the issue, making it a survival tactic for employees facing demanding bosses or competitive colleagues. This often leads to a vicious cycle: suppressed emotions contribute to isolation and increased stress, ultimately resulting in burnout.

As highlighted by Lalitha M. Shetty, Vice President of Human Resources at Omega Healthcare, pleasanteeism is particularly prevalent in customer-facing roles, where maintaining a cheerful demeanour is often prioritised over authenticity. Over time, such expectations leave employees feeling disconnected and overwhelmed, diminishing their motivation, creativity, and resilience.

The broader picture is equally troubling. A 2023 Deloitte survey found that 91% of Indian professionals reported experiencing symptoms of burnout. Meanwhile, a LinkedIn study revealed that 40% of Indian workers felt lonely despite being surrounded by colleagues. The apparent camaraderie of chai breaks and lively WhatsApp group chats often masks a darker reality of emotional suppression and workplace loneliness.

Fear of judgment and organisational culture are significant contributors to pleasanteeism. Mike Jones, founder of Better Happy, explained that employees often refrain from discussing mental health openly due to concerns about being judged or penalised. Societal norms that equate professionalism with emotional stoicism further compound this issue.

From an early age, individuals are taught to suppress their emotions. Grzywacz observed, “We’re taught to hide our feelings, to stop crying or being angry, and we carry these lessons into the workplace.” This deep-seated stigma around mental health creates a culture where employees feel compelled to maintain “positive vibes,” even during periods of personal or professional struggle. This not only fosters disengagement but also heightens emotional exhaustion.

Leadership plays a critical role in tackling pleasanteeism. Creating a psychologically safe workplace, where employees feel comfortable expressing their emotions without fear of judgment, is essential. Shetty suggested that leaders should model authenticity by openly sharing their challenges. She also recommended regular one-on-one meetings, team check-ins, and anonymous feedback channels to foster trust and open communication.

Training in emotional intelligence is another crucial step. Parag Mehra, Chief Human Resources Officer at Guardian India, advocated for equipping leaders with the tools to recognise emotional suppression and normalise conversations around mental health. Active listening and empathetic responses, he noted, can validate employees’ concerns and build stronger relationships.

Organisations must prioritise systemic and cultural changes to counter pleasanteeism effectively. Joanna Swash, Group CEO at Moneypenny, endorsed initiatives such as 24-hour confidential helplines and wellness programs. She emphasised that transparent communication and showing genuine care for employees ensure they feel valued and supported.

For employees, setting healthy boundaries and seeking support from peers or HR can help in navigating workplace challenges. Grzywacz recommended small steps, such as increasing non-work-related conversations with colleagues, to build connections. She also stressed the importance of regular breaks, noting, “If you think you don’t have time for a break, you should have two.”