Pleasanteeism: AnUnpleasant Workplace Buzzword for 2025
The alarming rise in pleasanteeism at the workplace reflects broader issues, including cost-of-living crises and ongoing mental health concerns.It highlights the pressure many employees feel to maintain a positive facade, even when struggling internally.
A troubling trend is running through the workplaces: “pleasanteeism”. This phenomenon occurs when employees feel compelled to project a cheerful demeanour, masking their true feelings of stress or unhappiness. Rooted in the culture of presenteeism – another pseudo-positive trend where individuals show up to work despite being unwell – pleasanteeism poses new challenges for both workers and employers.
Understanding Pleasanteeism
A new entrant to the English language, the Cambridge English Dictionary defines pleasanteeism as “the feeling that you always need to appear cheerful and friendly when at work, even if you are stressed or anxious, so that people, especially those senior to you, have a good opinion of you.”
Pleasanteeism combines the concepts of “pleasant” and “presenteeism.” It highlights the pressure many employees feel to maintain a positive facade, even when they are struggling internally. This behaviour can stem from various sources, including workplace culture, fear of judgment, and the desire to appear productive. The online version of the Cambridge English Dictionary further offers a more elaborate explanation, as follows:
“Pleasanteeism happens when employees feel the need to project a positive image or ‘put on a happy face,’ regardless of what they’re actually feeling. Picture a colleague who is under immense pressure but feels compelled to stay upbeat, worried that anything less might be perceived as lacking commitment or positivity. They might be quietly struggling with stress or burnout but push those feelings down, hoping no one notices. While pleasanteeism may sound harmless – after all, who doesn’t appreciate a positive attitude? – it can be deeply damaging over time.”
–https://dictionaryblog.cambridge.org/2024/12/16/new-words-16-december-2024/
The Rise of Pleasanteeism
Shaun Williams, CEO of Lime Global, coined the term in 2021. He noted that while presenteeism focuses on physical presence at work, pleasanteeism emphasises the emotional mask employees wear. Most people feel the need to appear happy, suppressing their true emotions in favour of fitting into workplace expectations. The onset of the COVID-19 pandemic drastically altered workplace dynamics. As companies shifted to hybrid work models, the expectation of maintaining a positive attitude intensified. Employees returned to offices, often feeling anxious about health, job security, and workload. Despite these pressures, many felt they had to “put on a brave face.”
Research by Lime Global revealed some alarming statistics: 75% of UK workers reported feeling the need to fake happiness at work in early 2023, a significant increase from 51% in mid-2021.
The Impact on Mental Health
The alarming rise in pleasanteeism reflects broader issues, including cost-of-living crises and ongoing mental health concerns. It can have detrimental effects on mental health. Suppressing genuine emotions leads to stress, burnout, and a lack of authenticity. When employees feel they cannot express their true feelings, it creates an environment of isolation. The constant need to appear cheerful can exacerbate feelings of inadequacy and anxiety.
Mike Jones, founder of Better Happy – the UK-based leadership & management training company – emphasises that this culture develops from two main factors: fear of judgment and a lack of confidence in sharing mental health concerns. Employees worry that expressing vulnerability will lead to negative consequences, perpetuating a cycle of silence and stress.
What Employers Can Do
To combat pleasanteeism, employers must take proactive steps to foster a supportive environment. The first crucial step is to destigmatise mental health issues. Leaders should communicate that it is acceptable to not feel okay and encourage open dialogue about mental health concerns without fear of repercussions.
Training programs focused on emotional well-being can also help. By educating employees about the naturalness of negative emotions, organisations can promote a culture where discussing mental health is normalised. Employees who feel understood are more likely to share their struggles and seek support.
Organisations Must Abate Fears
As pleasanteeism becomes more widely recognised, it’s essential for organisations to adapt. The push for positivity should not come at the expense of mental health. Employers must prioritise creating an environment where authenticity is celebrated. Building a culture of trust allows for open conversations, preventing minor issues from escalating into major problems.
Effective communication is vital in addressing pleasanteeism. Employers need to listen actively to their employees. When employees feel valued and heard, they are more likely to thrive. Joanna Swash, CEO of global outsourced communications provider Moneypenny, highlights the importance of communication in her company, which offers a 24-hour confidential helpline for employees. This approach fosters trust and encourages staff to seek help.
Organisations should create channels for confidential discussions, enabling employees to voice their concerns without fear of judgment. Encouraging employees to share their experiences can lead to a more engaged workforce. By prioritising authenticity over appearances, businesses can cultivate a culture that values genuine well-being. Organisations that value mental health will see increased productivity, reduced burnout, and improved employee retention.
Leaders Should Lead by Example
Leaders play a crucial role in shaping workplace culture. Indeed, they can – and do – fall prey to pleasanteeism and should be encouraged to express their vulnerabilities. By openly discussing their struggles, leaders can create a more authentic work environment. This transparency fosters a sense of camaraderie and encourages employees to feel safe in expressing their true selves.
Jones suggests that leaders should view vulnerability as a strength rather than a weakness. When managers demonstrate openness, it helps dismantle the false narrative that only strong leaders succeed. This shift can empower employees to embrace their emotions and seek support when needed.
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In a world where mental health is increasingly prioritised, pleasanteeism cannot be ignored. As we move forward, the challenge lies in balancing positivity with the reality of emotional struggles. With the right approach, workplaces can transform into spaces where employees feel safe to express their true selves.
Look out for our discussion on strategies to combat pleasanteeism from both individual and organisational perspectives, in an upcoming blog.
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