What if crying at work became (finally) normal?

Crying at work, it's a bit like sneezing in a meeting: everyone has already done it, but no one is talking about it. The itchy eyes after a tense exchange, the throat that tightens under pressure, the tears that come up when everything seems too heavy... And yet, as soon as they appear, we wipe them off quickly, we apologize, we explain ourselves. As if emotion had no place where we “work”.

Strange, isn't it? In a world that values authenticity, collaboration and listening, Crying remains one of the last big taboos in the professional world. And yet, they are far from being rare: according to a study conducted by Korn Ferry in 2025, nearly one in three employees have already cried at work in the past year.

We are talking about stress, of Burn-out, of mental load, but not those moments when emotion overflows, however, they are part of life, and therefore of work.

What if, instead of wanting to hide them, we learned to understand them?

Because To cry is not to break down: it is to react. It is often a sign that something needs to be heard, an overflow, a tension, an imbalance, a need for humans in an environment that sometimes lacks them.

So what if we stopped feeling guilty? What if we finally saw tears not as a problem, but as an emotional compass in the service of the collective?

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Why do we cry at work (and what that means)

Crying at work is still a taboo, and yet it is Completely human. These tears often tell something about us, our teams, or our organization, and they deserve to be understood.

Triggers: when the daily routine is overflowing

There is no single recipe that causes tears at work. But some factors come up often:

• Overload and stress: tight deadlines, accumulation of tasks, constant pressure. According to a British study, 55% of employees in tears cited the stress as the main factor (source).
• Lack of reconnaissance : working hard without positive feedback or visibility can lead to feelings of invisibility and frustration.
• Relationship tensions: conflicts with colleagues or managers, misunderstandings or microaggressions. These situations can add up and trigger an emotional moment.
• Accumulated emotional fatigue: Sometimes nothing dramatic happens, but the weight of the week or month ends up causing a strong reaction.

Remember: these tears do not signal an individual problem, but a signal that something deserves attention, for yourself or for the collective.

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Tears as emotional language

Crying is not a failure: it is a way of communicating in a different way. When words are no longer enough, the body speaks.

• A signal from need to listen or support ;
• An expression of a Overflow of emotions ;
• The manifestation of frustration, tiredness or discouragement ;
• Sometimes even a Intense joy Or a relief.

According to Korn Ferry, One in three employees cried at work in the last 12 months. This shows that tears are not uncommon, and that they are not only about negative situations.

Positive perspective: welcoming these moments allows you to understand what is at stake for the person and for the team, rather than stigmatizing or hiding.

What that says about the collective and the organization

The tears of a collaborator do not only concern the individual. They are a mirror for the organization:

• They reveal areas of tension Or of surcharge In the work ;
• They indicate a need reconnaissance Or of communication plus Claire ;
• They indicate that the collective could benefit from time to refocus, exchange or support its members.

The positive twist: far from being a sign of weakness, these emotional moments are an opportunity for HR and managers to strengthen the culture of listening, trust and collective well-being.

The challenges for HR directors & groups: what is changing

Crying at work isn't just about the person who's in tears: it's a valuable signal for the organization. Ignoring these signals can be expensive, but embracing them can transform company culture and team well-being.

The risks of ignoring emotions

To close your eyes to the tears in the office is to risk letting go:

• Demotivation : when emotions are never heard, morale crumbles.
• Turnover : exhausted or invisible employees end up looking elsewhere.
• Lack of connection and collective commitment : unexpressed tensions create silos and reduced communication.
• Quiet Cracking : a discreet, almost invisible exhaustion that is gradually eating away at the collective.

One Business Insider survey highlights these risks, showing how the refusal to welcome emotions leads to situations of isolation and prolonged fatigue.

The opportunities if we welcome the emotion

Welcoming moments of vulnerability does not weaken the organization: It reinforces it.

• More commitment : employees feel understood and recognized.
• Better trust : in managers and in the collective.
• Culture of transparency : emotions become a lever for sincere exchanges.
  Loyalty and sustainable performance : teams that are listened to remain motivated and more resilient.

Tears can thus become a tool for collective connection and alignment, rather than a moment to avoid.

What simple practices or rituals could you recommend to managers to normalize the expression of emotions, without it becoming annoying or poorly perceived?

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Why does this speak to your KPIs

Welcoming emotions at work has a concrete impact on the indicators that matter for HR and managers. When an employee feels heard and understood, their mental health improves, their stress decreases and their resilience increases.

As a result, absenteeism and turnover are decreasing, while commitment and motivation remain high over the long term. But that's not all: an environment where emotion is accepted also promotes cooperation and innovation. Teams become more cohesive, more attentive to everyone's needs, and able to solve problems more effectively.

In short, welcoming emotions does not weaken performance : on the contrary, it creates a sustainable breeding ground for productivity, cohesion and collective well-being.

Myths to bust

It is time to deconstruct some of the preconceived ideas that continue to weigh heavily in the world of work. One of the most widespread is that Crying would be a sign of incompetence. In reality, The studies show that a person who cries is often perceived as warmer, more authentic, and human, even if some colleagues may wrongly consider the person to be less competent.

Another myth is that one should remain stoic under all circumstances. In reality, suppressing emotions creates stress, distance, and prevents sincere communication. Welcoming emotion does not mean “letting go” or losing control: it is create a safe and constructive environment, where emotional signals become levers for strengthening trust, listening and cohesion within teams.

Concrete ways to take action

Welcoming emotions at work is not a matter of theory: it is a concrete practice that every HR director and manager can put in place. It is not a question of creating a therapeutic space, but of Give employees a safe environment to express how they feel, and transform these signals into opportunities for the collective.‍

1. Create a listening zone, a “safe place”

Create a listening zone is an essential first step. It can be as simple as a manager who takes the time to listen to an employee without judging, or a team who sets aside a moment to share their feelings. These spaces, even short ones, show that emotions have their place and that they are respected.

2. Set up rituals

Of simple rituals can also help desacralize emotion. For example, a weekly check-in where everyone shares their state of mind in a nutshell, or a collective break to discuss what was difficult during the week. These banal gestures make it possible to establish transparency and trust on a daily basis.

3. Training managers

La manager training At the reception of emotion is another essential track. It is not a question of making them psychologists, but of giving them simple guidelines: recognizing an emotion, welcoming it, reformulating to show that we understand, and offering support or adjustment if necessary. This creates an environment where employees dare to be themselves without fear of being judged.

4. Follow the KPIs and value their impact

Finally, it is important to monitor and value the impact of these practices. Measuring the emotional climate, relaying initiatives that work, and showing that listening to emotions has positive effects on well-being and collective performance contributes to making these actions sustainable.

In summary : welcoming tears and emotions at work is not a weakness, but a strength. Emotional signals are tools to better understand, support, and connect teams, while strengthening cohesion and performance. By giving voice to what is experienced, HR directors and managers transform a taboo into a concrete lever for well-being and efficiency.

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Towards a “be for” culture

What if crying at work finally became normal? Not because you should cry, but because recognizing and welcoming emotions makes work more human, more connected and more efficient. Tears are not a sign of weakness: they are a valuable signal, a compass that shows where to listen, support, and adjust.

For HR directors and managers, every emotional moment is an opportunity: strengthen trust, create relationships, improve well-being and collective cohesion. Welcoming emotion does not weaken the organization; on the contrary, it gives it more breath, flexibility and resilience.

So the next time a tear appears in your team, don't look the other way. Listen, welcome, transform. This is how work can become a place where people are at the center, and where every emotion really counts.

Tears at work are not a problem to be solved, but a lever to use to build stronger, more committed, and happier teams.

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