Understanding rejection sensitivity dysphoria (RSD) in the workplace

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HR / Managers

Understanding rejection sensitivity dysphoria (RSD) in the workplace

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Rejection Sensitivity Dysphoria (RSD) is a psychological condition often associated with neurodivergent individuals, particularly those with attention deficit hyperactivity disorder (ADHD).

It refers to the extreme emotional discomfort or pain triggered by perceived rejection or criticism. While many people dislike rejection, individuals with RSD experience it more acutely, often responding with intense emotional reactions. These reactions can range from overwhelming shame and embarrassment to sadness or anger, even when the perceived rejection is minor or not real at all.

In a workplace setting, RSD can have profound effects on employees. Individuals who experience RSD may struggle with routine feedback, interactions with colleagues, or social situations, leading them to avoid certain tasks or opportunities. For managers and business leaders, understanding RSD and providing the right support is crucial in creating an inclusive and psychologically safe work environment.

What is rejection sensitivity dysphoria (RSD)?

RSD is characterised by an extreme sensitivity to any form of rejection or criticism, whether real or perceived. When individuals with RSD feel rejected, they experience strong emotional responses that are disproportionate to the situation. Common feelings include shame, embarrassment, sadness, or anger, and these emotions can be overwhelming.

RSD often manifests in people with ADHD, but it can also co-occur in individuals with other neurodiverse conditions, such as autism. In the workplace, this heightened sensitivity may lead to employees overanalysing interactions, feeling attacked by constructive feedback, or even avoiding situations that could lead to perceived rejection, such as team discussions, presentations, or feedback sessions.

For example, an employee with RSD may interpret a lack of immediate response to a message as a sign that they have done something wrong. This perception, although likely inaccurate, can lead to intense emotional distress. The emotional toll can affect their confidence, productivity, and willingness to engage with colleagues or leadership, thereby limiting their potential within the organisation.

The impact of RSD on workplace behaviour

Employees who experience RSD may exhibit various behaviours that stem from their sensitivity to rejection. Some of these behaviours can include:

– Avoidance: Employees with RSD may avoid situations where they fear they might be rejected or criticised. For example, they may hesitate to speak up in meetings or shy away from leadership opportunities.

­– Perfectionism: To avoid the possibility of rejection, employees with RSD might push themselves towards perfectionism. They may overwork or overanalyse their tasks in an attempt to prevent any criticism.

– Defensive responses: In some cases, individuals with RSD may respond to perceived criticism with defensiveness or even anger. This reaction is not due to a lack of professionalism but is instead a way to cope with the emotional intensity of rejection.

– Overanalysing feedback: Constructive criticism can feel like a personal attack to someone with RSD. Instead of viewing feedback as a way to improve, they may become anxious or upset, potentially leading to a drop in performance.

These behaviours can make it difficult for employees with RSD to navigate typical workplace dynamics, particularly in environments where regular feedback and collaboration are essential. Therefore, it’s crucial for managers and leaders to take proactive steps in supporting these employees.

How managers can support employees with RSD

Creating a supportive and inclusive environment for employees with RSD requires empathy, communication, and strategic adjustments in the way feedback and interactions are handled. Here are several ways managers and business leaders can better support employees who experience RSD:

1. Create a compassionate environment

Leaders can foster a workplace culture that values psychological safety. This means encouraging open, non-judgmental communication and making it clear that mistakes are part of the learning process. Employees with RSD need to feel that their value is not solely tied to perfection but to their overall contribution to the team.

2. Offer constructive feedback gently

When providing feedback to employees with RSD, start with positives before discussing areas for improvement. Focus on specific achievements or strengths, making it clear that the goal of the feedback is to support their growth rather than criticise their performance. This approach can help reduce the emotional impact of perceived rejection. For instance, rather than saying, “You didn’t complete this task correctly,” a manager could say, “You’ve done an excellent job on X, and I think we can refine Y a bit more for even better results.”

3. Encourage open communication

Fostering an open dialogue where employees feel comfortable expressing their concerns can significantly reduce the anxiety associated with RSD. Managers should ensure that employees know they can approach leadership with questions, ideas, or challenges without fear of being judged. Promoting a culture of open feedback also allows employees with RSD to express how they prefer to receive feedback, helping to tailor conversations in a way that’s less likely to trigger an emotional response.

4. Recognise emotional reactions and validate them

When employees with RSD display an emotional reaction, such as defensiveness or anxiety, it’s important for managers to acknowledge and validate their feelings. Rather than dismissing or downplaying their reaction, offer understanding and empathy. Simple statements like “I can see that this is important to you” or “I understand how you feel” can make a huge difference in helping the employee feel supported.

5. Provide flexibility and support

Where possible, offer flexible work arrangements or alternative ways for employees to engage in tasks that might trigger their RSD. For instance, some employees may prefer receiving feedback in writing rather than face-to-face, as this gives them time to process the information without feeling overwhelmed by emotion. Managers should be willing to adapt and offer solutions that help employees thrive in their roles.

6. Encourage resilience-building practices

Managers can encourage employees with RSD to build emotional resilience by practising mindfulness, using journaling to track triggers, or developing positive affirmations. Supporting employees in building their resilience not only improves their ability to manage RSD but also boosts overall mental health and productivity.

Rejection Sensitivity Dysphoria can have a profound impact on employees’ emotional wellbeing and performance at work. However, with the right understanding and support from managers, employees with RSD can feel valued, supported, and empowered to contribute to their fullest potential.

By creating a compassionate, open, and understanding work environment, business leaders can help employees with RSD overcome challenges and thrive professionally.