Not all work is visible. And not all of it leaves traces on paper or in a spreadsheet. But there is a kind of work that takes place below the surface, often unnoticed, yet with a profound impact on people’s psyches. It is called emotional labor. It is the part of performance where we have to regulate our emotions, smile, be pleasant, care for others, suppress anger, hide fatigue. Whether it is a nurse who supports patients and their families during a twelve-hour shift, a receptionist who looks up and smiles at every visitor, or a team leader who, despite her own frustration, keeps the team calm and motivated – emotional labor is all around us.
The term “emotional labor” was first used by sociologist Arlie Hochschild in the 1980s. She used it to describe a situation where employees have to manage their emotions to meet the expectations of the organization. In other words, to behave as they are “supposed” or “belong”. Typically in customer service, healthcare, education, but also in regular office positions where a good mood, helpfulness, calmness, loyalty are expected. But emotional labor is not just about faking a smile. It is an internal process: a person often has to first “rebuild” their authentic feelings so that they correspond to what is desired. They suppress disappointment, anger or fear. They try to replace them with a neutral or positive facade. But in the long run, it costs something.
We often take emotional labor for granted. As “part of the job role”. When a teacher calms children, it is her job. When a HR person remains calm in a crisis call, so too. When a waiter catches an irritated guest and resolves the situation with a smile instead of a conflict, no one realizes that he is also performing a high level of mental performance at that moment. Unlike physical or cognitive work, there is no tangible result left behind. It is not measurable by a table, output or attendance. Sometimes it is even mistaken for “natural empathy” and therefore completely unvalued.
But long-term emotional work can lead to exhaustion, depersonalization, cynicism and loss of motivation. Especially if it is not perceived, appreciated or compensated.
Emotional work affects almost every job where there is interpersonal contact. Whether with customers, colleagues, clients or patients. It is most burdensome in the so-called helping professions: healthcare, social work, education, but also in call centers, customer support, HR, reception or in managerial and leadership roles. We know from research that women are more likely to engage in emotional labor than men. They are more in demand for “nice behavior”, empathy, calmness. Often it is not in the job description, but in expectations that are difficult to fulfill without losing personal energy.
In the short term, emotional labor can help you cope with challenging situations. A person “holds on”, gets through the day, performs. But in the long term, it can lead to so-called emotional burnout. This often does not manifest itself as a sudden collapse. Much more often, it is a slow decline. Fatigue, irritability, reduced empathy, cynicism, a feeling of emptiness. People stop wanting to “give” because their internal reserves are exhausted. And because emotional labor is invisible, no one often notices that there is a loss of motivation, a relationship with work, or even a silent internal departure.
It’s not that we should all stop being nice or that working with emotions is wrong. It’s about making it visible. So that we take it seriously, learn to name it, acknowledge it, and work with it consciously.
What can help:
