Why emotions shouldn’t be swept under the rug – even at work
This business leader has good reasons for her passionate advocacy for emotional inclusion
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CHECK YOUR EMOTIONS AT THE door and maintain a separation between the personal and professional. These are mantras drilled into us. But Mollie Rogers would have you think differently.
“Emotions are not peripheral to business – they are fundamental,” says Longchamp’s general manager (Singapore and Malaysia) of the epiphany that led her to coin the term “emotional inclusion” around five years ago.
“They underpin innovation, shape shared purpose and enable genuine human connection. These are not ‘soft’ elements; they are critical drivers of how organisations perform and grow.”
Quite distinct from emotional intelligence, which is the ability to understand and navigate our own emotions and those of others, emotional inclusion is a practice, adds Rogers. “It’s about actively recognising and honouring the emotional experiences of others in the way we lead, communicate and make decisions every day.”
By focusing on emotional and mental well-being, emotional inclusion aims to shift workplace culture by proving that prioritising emotional health over productivity is not only the humane thing to do, but a smart business strategy as well.
How it came to be
Rogers’ journey to becoming a passionate advocate for emotional inclusion, on top of her demanding role at the French fashion and accessory company, was 20 years in the making. It was throughout her time in the corporate world that this became a salient, critical issue.
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“Time and again, I witnessed and heard stories of individuals navigating difficult moments at work only to be misunderstood, marginalised, silenced or even let go because of (them),” says the American who grew up between Africa, France and the United States, and has made Asia her home for the last 19 years.
Those experiences galvanised her into action. She began to delve more deeply into the role emotions play in the workplace, which ultimately set her on a mission to destigmatise showing emotions in a professional context.
Not only has she authored the book Emotional Inclusion: A Humanizing Revolution At Work, she also hosts The Emotional Inclusion podcast and is a keynote speaker on the subject. In addition, she is the founder of Emotional Inclusion, a non-profit organisation that seeks to break down archaic business stereotypes and lead the way to a more emotionally inclusive corporate ecosystem.
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The reality, Rogers says, is simple.
“We are emotional beings. Neuroscience shows that we feel before we think; yet for decades, particularly since the Industrial Revolution (which was 270 years ago) organisations have conditioned us to suppress emotions in the name of professionalism and productivity.”
This belief that we can neatly separate who we are at home from who we are at work is not only unrealistic, but also counterproductive. “We are whole human beings. Just as there is no true ‘work-life balance’, only life, the ability to show up fully, to feel seen, heard and supported, is what drives meaningful engagement and reduces absenteeism.”
And even absenteeism is not just physical – it is emotional, too. “Many of those ‘absent’ days are, in reality, burnout days,” she argues, noting that burnout as defined by Dr Christina Maslach, professor emerita of psychology at the University of California, Berkeley, is “a prolonged response to chronic emotional and interpersonal stressors at work”.
The numbers behind it
Emotional inclusion challenges a rethink of what engagement at work means. “Are we simply measuring hours worked and tasks completed, or are we truly paying attention to how people experience their work?” asks Rogers.
True engagement reflects emotional commitment, a sense of belonging and the willingness to contribute meaningfully. In contrast, presenteeism – where employees are physically present but emotionally disengaged – is a silent disconnect that erodes morale, limits creativity and ultimately impacts performance and profitability.
Highly engaged organisations are better off, says Rogers, citing Gallup’s State of the Global Workplace 2025. It found that such organisations are 23 per cent more profitable and 18 per cent more productive, while also experiencing significantly lower turnover.
“The distinction is clear: Engagement is not about presence – it’s about emotional connection,” she adds.
Navigating the way forward
First, there are outdated narratives to rewrite. A common one is that women in the workplace are “too emotional”, while men are expected to remain stoic at all costs.
“Both stereotypes are limiting, inaccurate and difficult to carry,” says Rogers, pointing out that they misrepresent both men and women. “The reality is that all humans experience emotions, regardless of gender.”
Then, there is the persistent belief that embracing emotional inclusion is like opening a Pandora’s box of problems. “It isn’t. When employees feel genuinely heard and cared for, they don’t take advantage – they give back, often many times over, through greater commitment, trust and discretionary effort.”
While she acknowledges that no system is immune to misuse, such instances are the exception, not the rule. “They can be managed with sound judgment and clear boundaries – not used as a reason to avoid creating a more human, and ultimately more effective, workplace.”
Although many organisations today speak about employee well-being, the reality is often marked by burnout, overextension and emotional neglect – usually repackaged in the language of corporate wellness.
Real change, she says, will happen only when emotional inclusion is embedded into the core of leadership and management thinking – recognised not as a “soft” initiative, but as a fundamental business priority.
However, how does one measure if a leader is emotionally inclusive?
According to Rogers, such leaders show self-awareness in understanding his or her own emotions and how they affect others, as well as demonstrate empathy by actively listening and seeking to understand others’ experiences.
They also build psychological safety by creating spaces that people feel safe to speak up in, and by being emotionally responsive and consistent – which shows up in fairness, authenticity and reliability in all interactions.
Positive signs
All that may seem like a high bar, but there are encouraging signs of a shift. Rogers is increasingly being invited to deliver keynotes in industries not traditionally associated with these conversations, such as banking, oil and gas and engineering.
Noteworthy publications on the matter also help, as do advocacy and engagement of leaders, influencers and decision-makers in helping to destigmatise emotional inclusion in the workplace.
“I have seen a clear and growing momentum,” she says. “Organisations are increasingly recognising that supporting the emotional health of their people is no longer a ‘nice to have’ but a strategic priority and critical to retaining talent, attracting stronger candidates, boosting engagement, and reducing absenteeism – or what I often refer to as ‘burnout days’.”
A truly emotionally inclusive company makes employees feel seen, heard and supported every day, not just in words but in action. “It backs this commitment with tangible support: robust mental health policies, access to counselling, and benefits that prioritise well-being as much as performance.”
Photography: Darren Gabriel Leow Fashion direction: CK Hair & make-up: Zoel Tee, using Cle de Peau Location: Park View Suite at METT Singapore. www.metthotelsandresorts.com
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