High-Functioning Anxiety, What You Need to Know Before It Takes You Down

what is high-functioning anxiety?

we've all heard the phrases in our working lives. "If you don't know it, pretend you do", "If it's hard, pretend it's okay". So many of us go through life with a mask on, especially high performers who are recognized for doing a good job. they don't want to disappoint those around them, so they hide their struggles and somehow manage to keep going.

in psychology, we call this condition high-functioning anxiety: on the outside, you perform flawlessly, but on the inside, you're constantly battling anxiety. the symptoms of high-functioning anxiety are varied. they include perfectionist tendencies, excessive self-criticism, overreacting to small mistakes, and an inability to get your mind off work even when you're resting.

why high performers are vulnerable to burnout

high-performance anxiety workers may get an A+ in performance, but their mental state is closer to an F. the problem is, if this anxiety continues, it can destroy a high performer's ability to have a sustainable work life. high-performer burnout isn't just an individual problem; it affects organizational performance as a whole.

according to Harvard organizational behavior research, organizational performance actually improves when members reveal their vulnerabilities. the key to overcoming work stress isn't perfection, it's honesty.

how the circle of vulnerability transforms organizations

jeff Folger, an organizational behavior expert at Harvard Business School, suggests creating a circle of vulnerability. a circle of vulnerability is when person A signals to person B that they are vulnerable, and person B responds with their own vulnerability, creating an unspoken agreement to share vulnerability with each other.

when this circle is formed, it's a natural way to build team trust. members stop hiding mistakes and feel comfortable asking questions they don't know. this is psychological safety. in organizations with a high sense of psychological safety, preventing worker burnout comes naturally.

why leaders should start first

who should start the circle of vulnerability? The answer is leaders. we often think leaders are supposed to be perfect and strong, but employees trust leaders who admit to leadership vulnerability more. the reason is simple. they already know. that leaders aren't perfect.

if you always pretend that you don't make mistakes or have problems, they'll doubt your sincerity. but there's a caveat. if you let your vulnerability show through, it can make you look incompetent. So make sure to share what you're doing to compensate for your vulnerability, so your vulnerability is read as responsible courage, not weakness.

practices for creating a psychologically safe team

here are some actions you can take to improve the mental health of your high performers and your organizational culture.

first, as a leader, ask for help. asking for advice and expressing gratitude makes members feel like they are being helpful to the leader. when leaders share their struggles, they feel like it's okay to be honest, too.

second, turn mistakes into learning opportunities - you need a culture that asks what you've learned rather than pointing out mistakes.

third, make time for regular candid conversations. Time spent talking about each other's problems and struggles, not work, builds a stronger team.

frequently asked questions

Q1. How is high-functioning anxiety different from generalized anxiety?

A1. High-functioning anxiety is a condition in which a person is high performing on the outside while experiencing severe anxiety on the inside. while generalized anxiety can interfere with work and daily life, high-functioning anxiety is more likely to be unnoticeable to those around you.

Q2. Doesn't a leader's authority diminish when they show vulnerability?

A2. The opposite is true. research shows that people have greater trust in leaders who admit vulnerability and show a commitment to improvement. the key is to show vulnerability and a willingness to fix it.

Q3. Where do I start to create a circle of vulnerability?

A3. It's most effective if leaders start first. start with something small. just admitting what you don't know or asking for help starts the circle.

Q4. How can I measure psychological safety?

A4. Observe if your team members are afraid to ask questions or make mistakes. whether they feel free to voice dissenting opinions in meetings or feel comfortable asking what they don't know are important indicators.

conclusion

a strong team is not a team without weaknesses - that doesn't exist in the first place. A truly strong team is one that doesn't have to hide its weaknesses. is your team held together by a web of vulnerabilities?

if you found today's post helpful, please share your experiences in the comments. for more workplace insights, please subscribe and sign up for our newsletter.