Identifying and Preventing Toxic Positivity in the Workplace

In today’s workplace, a relentlessly upbeat attitude is often encouraged — even expected. But when positivity becomes performative or compulsory, it can do more harm than good. This phenomenon, known as “toxic positivity”, can stifle honest communication, suppress employee well-being, and ultimately undermine culture.

According to SHRM’s The State of Global Workplace Culture in 2024 report, more than 1 in 4 employees globally are experiencing burnout — and half of them are actively seeking new jobs. Among those who rated their workplace culture as poor or terrible, 57% are looking to leave. The drivers? Poor management, unfair treatment, inadequate pay, lack of empathetic leadership, and insufficient regard for employee well-being.

While many organizations aim to cultivate a positive environment, the line between optimism and emotional suppression is thin. When employees are discouraged from sharing challenges — or met with phrases like “just stay positive” — it signals that discomfort isn’t welcome. That’s a problem for engagement, retention, and trust.

Understanding the Problem  

Toxic positivity is the insidious expectation that leaders and employees should maintain a relentlessly positive attitude regardless of stress, fatigue, or legitimate workplace concerns. This forced positivity not only invalidates genuine emotions but also creates a culture in which employees feel pressured to hide their struggles, leading to increased burnout and decreased morale.

While awareness of mental health has grown in recent years, this cultural shift hasn’t fully translated into day-to-day workplace behaviors. In fact, only about 2 in 5 employees said they feel comfortable discussing their mental health in the workplace, according to SHRM’s Mental Health in 2024 Research Series. That silence leaves room for toxic positivity to shape culture, undermining authenticity and trust.  

Identifying Toxic Positivity in the Workplace Toxic positivity doesn’t always announce itself loudly — it often hides behind well-intentioned but dismissive behaviors. HR leaders and managers should watch for patterns including:

• Dismissive language — Phrases such as “look on the bright side” or “it could be worse” may unintentionally invalidate employee concerns.
• Forced cheerfulness — Expecting constant enthusiasm, even during high-stress periods, can lead employees to feel inadequate or isolated.
• Emotional shutdowns — When genuine concerns are consistently met with superficial positivity, employees are discouraged from seeking help or voicing issues.

When these behaviors go unchecked, they set the stage for silence, stress, and disengagement.

Why This Matters for Leaders and Culture-Builders

Toxic positivity isn’t just a communication issue, it’s a culture risk. When discomfort is pushed underground, employees don’t just feel unseen — they disengage, stop contributing fully, and, in many cases, start planning their exit. In fact, SHRM’s The State of Global Workplace Culture in 2024 report found that employees who rated their culture poorly were nearly four times more likely to be job hunting than those in positive work environments.

For HR leaders and managers, the challenge is not to reject positivity altogether, but to model a more emotionally honest workplace — one where optimism doesn’t come at the expense of authenticity. Preventing toxic positivity requires active effort, emotional intelligence, and the right structures in place to support open communication and employee well-being.

So, how can leaders do that?

Preventing Toxic Positivity: Best Practices for HR Leaders

1. Model Emotional Honesty from the Top

Leaders set the tone for workplace culture. When HR and managers share challenges they’ve faced — and how they worked through them — it creates permission for others to speak openly, too. Vulnerability builds trust.

2. Foster Safe, Open Dialogue

Create space for honest conversations without fear of judgment. Train managers in active listening and emotional intelligence. Regular one-on-ones and skip-level check-ins can uncover issues before they escalate.

3. Balance Positivity with Realism

A positive mindset can be powerful but not when it ignores legitimate concerns. Acknowledge difficulties, invite feedback, and work together on solutions. Teams thrive when optimism is grounded in honesty.

4. Support Mental Health Proactively

Normalize conversations around mental well-being through workshops, awareness campaigns, and policies — such as mental health days or flexible work — that reflect care. Make sure employees know about support resources such as employee assistance programs (EAPs).

5. Build an Inclusive, Empathetic Culture

Toxic positivity often takes root in environments where people feel unseen or unheard. Cultivating a culture of inclusion means ensuring all voices are respected — and empathy is key to making that possible. When employees feel understood and valued for who they are, authentic connection replaces forced optimism.  

Letting Employees Be Human  

Toxic positivity isn’t just a workplace annoyance, it’s a symptom of deeper issues such as low empathy or a lack of psychological safety. When optimism becomes a mask, it erodes trust, fuels burnout, and pushes employees to disengage.

HR leaders can change the tone. By modeling emotional honesty, encouraging open dialogue, and embedding empathy into daily interactions, organizations can replace performative positivity with real connection.

In a time when authenticity matters more than ever, the most supportive workplaces are the ones that let people show up as they are — human.