Crying at Work

by Irvine Nugent

Tears took center stage in British politics in early July as images of a visibly emotional Chancellor Rachel Reeves dominated newspaper front pages and television broadcasts following her tearful appearance during Prime Minister’s Questions. The moment—rare in the typically combative setting of the House of Commons—sparked a wave of commentary across the political spectrum and on social media. Some praised Reeves for her authenticity and humanity, while others questioned whether emotion has a place in high-stakes political discourse. The incident has reignited broader conversations about the intense pressures of public office, the toll of relentless scrutiny, and the double standards female leaders continue to face when showing vulnerability in the public eye.

Why Is This Important?

The image of someone crying at work has long been wrapped in stigma—viewed as a sign of weakness, unprofessionalism, or a lapse in composure. But recent public conversations and personal testimonies are challenging that narrative, prompting a broader reckoning with how we perceive emotion in professional settings.

Across industries and roles, people quietly admit to having cried at work—sometimes from frustration or harsh feedback, other times from personal grief, stress, or sheer overwhelm. For some, those tears are quickly hidden, especially in environments perceived as high-pressure, competitive, or male-dominated. The expectation to appear “tough” often outweighs the natural human response to difficult moments. And while research suggests women may cry more often than men, the reality is that men also experience these emotional moments at work—but may be less likely to speak about them due to lingering taboos around male vulnerability.

Yet, in today’s shifting workplace culture, emotion is increasingly recognized as a sign of engagement, empathy, and authenticity. Professionals in fields such as coaching and leadership development emphasize that emotional intelligence—including the ability to express and process feelings—is not only appropriate, but essential in effective leadership. The idea that professionalism requires emotional suppression is being replaced by a more nuanced understanding: that acknowledging emotion, including crying, can build trust, deepen relationships, and humanize even the most senior leaders.

Supportive work environments are beginning to respond accordingly. Organizations that foster psychological safety—where employees feel comfortable being real and vulnerable—often see higher retention, stronger collaboration, and greater productivity. Leaders who model emotional honesty can set the tone for teams that feel empowered to bring their full selves to work.

Still, barriers remain. Cultural norms and gender biases persist, with women more likely to be labeled “too emotional” and men still facing judgment for displays of sadness. Senior professionals, in particular, may be scrutinized more harshly for showing tears, as if leadership and vulnerability are incompatible. In some corporate cultures, crying is still quietly equated with instability, potentially jeopardizing promotion prospects or reputational standing.

Yet even in these environments, the tide is beginning to turn. Advocates argue that a single emotional moment should not define a person’s professionalism. What matters is the larger picture: how someone performs, how they lead, how they recover, and how they grow. Crying at work doesn’t mean losing control—it can be a deeply human response to pressure, passion, or pain. When approached with self-awareness and authenticity, it can also be a bridge to stronger connections and more compassionate leadership.

Ultimately, the question is not whether people cry at work—they do. The real question is whether our workplace cultures will evolve to support emotional honesty, or continue to reward emotional suppression. As more voices challenge outdated expectations, one message is becoming clear: vulnerability is not the opposite of strength—it is one of its most powerful expressions.

How Can I Use This?

Perhaps this is a wonderful learning opportunity. Here are some ideas to think about.

• Normalize Emotional Expression
  Acknowledge that tears and emotion are a natural part of the human experience—even in professional settings. Create space for real feelings without shame or judgment.

• Model Emotional Intelligence
  As a leader or colleague, demonstrate healthy emotional expression. This builds psychological safety and shows others that vulnerability is not a weakness, but a strength.

• Challenge Gender Stereotypes
  Push back on the double standards that label women as “too emotional” and men as “too soft.” Promote fairness by encouraging open emotional dialogue regardless of gender.

• Create Safe Spaces for Emotional Moments
  Offer private, compassionate support when colleagues are overwhelmed. A quiet room, a walk outside, or simply listening without interruption can make a huge difference.

• Train Leaders in Empathetic Response
  Equip managers with the skills to respond constructively when team members become emotional—rather than ignoring, dismissing, or overreacting to these moments.

• Reframe Emotional Moments as Engagement
  Recognize that tears may signal care, passion, or deep investment in the work—not instability. Someone who feels deeply often cares deeply.

• Incorporate Emotion into Leadership Development
  Integrate emotional self-awareness and regulation into leadership coaching, team development, or communication training.

• Use Reflection, Not Repression
  Encourage employees to reflect on emotional moments and use them as learning opportunities—not as something to hide or feel ashamed of.

• Reassure Employees Post-Incident
  If someone does cry at work, privately reassure them that one emotional moment doesn’t define their capability or professionalism.

• Advocate for Emotionally Healthy Culture
  Promote policies and cultural shifts that value well-being, mental health, and emotional authenticity—leading to stronger morale and better performance.