Tears at Work

Tears are the body's honest language for both joy and sorrow. What happens when we dare to show vulnerability — even at work? This post explores why we cry, what it does to us biologically, and how managers can face emotions in the workplace.

Why do we cry?

It may seem like a simple question: why are we crying? But the answer takes us right into the core of being human — and has great relevance to how we understand relationships and leadership in organizations.

We can cry at both ends of the emotional register: deep sorrow, disappointment and loss at one end -- but also pure joy, relief and gratitude at the other. Tears often come when feelings become so strong that words do not stretch; it is the honest expression of the body.

Not without reason it has been said that “tears are the language of the soul” -- because they convey what we feel, but are not always able to say. When we cry, we open a window into our inner world: to the vulnerable, but also to the real and living.

The biological aspect

Physiologically speaking, tears protect the eye, but emotional tears have a separate composition. They contain several stress-related substances, such as adrenocorticotropic hormone (ACTH) and prolactin, and there is evidence that emotional tears help restore the body's balance after emotional stress. In addition, crying triggers endorphins and oxytocin — substances that provide a calming and unifying effect.

In other words: crying can be the body's way of cleaning out stress and at the same time calming us down.

Cultural differences in the view of crying

How we encounter and interpret crying varies between cultures and genders. In some cultures, it is accepted, even expected, to express emotions openly. In other cultures — and often in parts of working life — there are stronger norms for holding back emotions, especially in professional settings. Gender also plays a role: in many places there is greater social acceptance that women cry, while men can face skepticism to a greater extent.

This variation affects how we as colleagues and managers understand and encounter emotional expressions at work.

Leadership and Acceptance of the Human

When the feeling lasts longer than the moment, what do you do as a leader?

American researcher Amy Edmondson has shown how psychological security — a climate in which people dare to speak out, disagree and show vulnerability — is essential for learning, development and innovation. In such a culture, there must also be room for strong emotions, including tears -- as signs of commitment and genuine presence.

Specific tips for managers:

• Be present and listen without judging when someone shows emotion. The most important thing you can offer is attention and respect.

• Acknowledge your feelings, but don't push for explanations — sometimes being a fellow human being is enough.

• Create room for debriefing after strong events, giving your team the opportunity to process experiences together.

Building Space for Humanity

So why are we crying? Because we are made for community. Tears are not just signals of pain or weakness — they are an expression of our deepest humanity: our ability to feel, to be touched, and to care.

Working life is not about encouraging crying, but about creating safe spaces where we can be whole people — even when emotions are strong. When we dare to face both our own and others' feelings openly, we not only build security — we also open up more creativity, collaboration and genuine engagement.