The Hidden Value of Emotional Labor in the Modern Workplace
Emotional labor is the process of managing feelings and expressions to fulfill the emotional requirements of a job. More specifically, workers are expected to regulate their emotions during interactions with customers, co-workers, clients, and managers.
If you’re like me, emotional labor is a concept that may have escaped your notice.
I only stumbled upon it while reading Seth Godin's books a few months ago. In my professional journey, I've benefited greatly from developing various interpersonal skills and habits that enhance my performance. Yet, I had never considered packaging these skills into a framework like "emotional labor" until now.
Seth Godin explains emotional labor as "the work of doing what we don't necessarily feel like doing, the work of being a professional, the work of engaging with others in a way that leads to the best long-term outcome. The emotional labor of listening when we’d rather yell. The emotional labor of working with someone instead of firing them. The emotional labor of seeking out facts and insights that we don’t (yet) agree with. The emotional labor of being prepared. Of course it’s difficult. That’s precisely why it’s valuable.”
The exhaustion, or even burnout, experienced by white-collar workers after a day filled with meetings and emails is a common sentiment. I certainly feel gassed after a day with six hours of Zooms.
No, it’s not as physically demanding as traditional labor, but the energy consumed “being on” in white-collar environments can be highly draining.
According to Seth Goden, Arlie Russell Hochschild highlighted this phenomenon four decades ago when she coined the term "emotional labor." It’s “the work that frontline employees had to do (especially women) in managing and expressing emotions as part of their job. She talked about how exhausting it was for flight attendants to show up with a smile, even when they didn’t feel like it. Emotional labor is the opposite of the industrial economy’s task-based, measured output.”
Mastering emotional labor involves skills like being present during meetings, maintaining a calm demeanor under pressure, and handling criticism with grace. These daily efforts can be taxing, but they are also a crucial skill set that distinguishes highly valued employees from those who struggle to control their emotional reactions in a professional setting. Nassim Taleb has unfavorably likened executives to actors, and, setting aside the disparagement, it’s hard not to see his point.
Recently I had a conversation with a frustrated colleague. I was asked how I managed to stay composed in challenging situations. My response was that I meditate daily, practice deep breathing to refocus between meetings, and even engage in mid-day yoga stretches when needed. However, the techniques weren't the point of my advice. The broader point I made was that I put considerable effort into staying centered. This skill isn’t innate; it was developed over time and requires consistent practice. I wanted my colleague to understand that this skill set, now known to me as emotional labor, is something that can be cultivated to enhance one's value and peace of mind as we lurch from one task to another.
Proficiency in emotional labor is highly prized in the workplace. Colleagues who can remain present, charismatic, and communicate persuasively during times of high stress are consistently recognized and appreciated. You will see them at the head table in most organizations.
So, how can we develop this valuable skillset?
There are many pathways to achieve this. For me, it involves meditation and other mindfulness practices. However, there are other routes such as studying Stoicism, Cognitive Behavioral Therapy (CBT), undertaking emotional intelligence training, or even exploring resilience-building practices like cold plunges. The point is that there are numerous strategies for improving your ability to manage your emotions and excel in a professional environment.
How can managers and employers recognize and foster growth in this area?
My office is undergoing annual performance reviews right now. These are a common occurrence in many workplaces, where criteria such as “results focus” and “collaboration” are evaluated. Recognizing emotional labor as a desirable skill set and implementing criteria to enhance it could greatly benefit organizations. Perhaps managers could measure people’s skills in areas such as “Being Prepared”, “Grace Under Pressure”, “Presence”, or “Active Listening.” Training recommendations and employee benefits could be more catered to enhancing interpersonal skills.
I feel strongly that in the age of AI, the most valuable skills will be interpersonal ones. By encouraging and fostering development in emotional labor, employers can unlock tremendous value by encouraging their employees to excel not just in tasks but also in the subtle art of humanity.