Why Some Workplaces Hide Mental Health Issues by Rebranding Them
In recent years, corporate America has embraced the language of mental health, with many companies launching wellness initiatives and encouraging open conversations. However, a more subtle and insidious trend is emerging in some organizations: the practice of hiding mental health crises by rebranding them as something else.
Instead of addressing the systemic issues that lead to burnout and stress, these workplaces re-frame them as opportunities for “resilience” or challenges in “personal growth.” This corporate spin allows companies to avoid accountability while placing the burden of coping back onto the employee, creating a hidden crisis in workplace mental health.
The Rise of “Wellness Washing”
Much like “greenwashing” in environmental marketing, “wellness washing” is when a company publicly promotes mental health support while its internal culture remains toxic and demanding. They might offer subscriptions to meditation apps or host a one-off yoga session, presenting these as solutions to employee stress. These superficial perks create a positive public image but do nothing to change the core problems, like excessive workloads, unrealistic deadlines, or poor management. This approach is a strategic maneuver to manage perception rather than genuinely improve workplace mental health. It’s a performance of care without the substance.
From Burnout to “Resilience Training”
One of the most common rebranding tactics is to relabel the symptoms of burnout as a lack of “resilience.” When employees report feeling overwhelmed and exhausted, instead of lightening the workload, the company offers “resilience training.” This subtly shifts the narrative from “our work environment is crushing our employees” to “our employees need to be tougher.” The responsibility for managing unsustainable pressure is placed squarely on the individual’s shoulders. This tactic protects the company from having to make difficult, structural changes to improve workplace mental health.
Rebranding Micromanagement as “Engagement”
A manager who is overly controlling and constantly checking in might be described as “highly engaged” or “detail-oriented” in a toxic environment. This positive spin is used to normalize micromanagement, a management style known to cause extreme stress and anxiety.
Employees who struggle under such scrutiny may be told they need to be more “coachable” or “open to feedback.” By rebranding a destructive behavior as a positive leadership trait, the company invalidates the employee’s legitimate distress. This protects poor managers and perpetuates a harmful dynamic that undermines workplace mental health.
Disguising Overwork as “High-Performance Culture”
Many companies glorify a “hustle” or “high-performance” culture, which is often a euphemism for an environment that expects constant overwork. Employees are celebrated for working late, answering emails on vacation, and sacrificing their personal lives for the job.
This is presented as a sign of dedication and ambition, rather than a clear path to chronic stress and exhaustion. The pressure to conform to these unhealthy standards is immense, as not doing so can be seen as a lack of commitment. This rebranding makes it difficult for employees to set boundaries without appearing to be poor performers.
Masking Anxiety as “Passion”
In some workplaces, the anxiety and pressure to succeed are mislabeled as “passion” for the job. An employee who is constantly worried about deadlines and performance might be praised for being “so passionate” about their work.
This reinterpretation dismisses the negative emotional toll of a high-stress environment. It suggests that if you truly cared about the company’s mission, you would gladly endure the anxiety that comes with it. This manipulative framing makes it difficult for employees to voice their struggles without sounding ungrateful or unenthusiastic about their role, further damaging workplace mental health.
True Support Requires Systemic Change
True support for workplace mental health goes far beyond superficial perks and clever rebranding. It requires a fundamental commitment from leadership to create a culture of psychological safety. This involves setting reasonable workloads, promoting genuine work-life balance, training managers to be empathetic and supportive, and destigmatizing mental health struggles.
Companies that hide their problems behind buzzwords are not solving them; they are simply postponing an inevitable crisis. Recognizing these tactics is the first step for employees to advocate for the authentic, systemic support they deserve.
Have you seen workplaces rebrand mental health issues? Share your story or observation in the comments.
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