Postpartum depression is often framed as a private struggle that unfolds at home or in the doctor’s office. But for millions of working parents, its effects also show up quietly at work—through missed deadlines, sudden disengagement, or a colleague who no longer seems like themselves. Too often, these changes are misunderstood as performance issues rather than signs of a common and treatable mental health condition.
To better understand what employers, managers, and coworkers often miss—and how workplaces can respond more thoughtfully—I spoke with Andrea Clark, deputy CEO of Postpartum Support International, a global nonprofit focused on supporting families and raising awareness about perinatal mental health disorders. In our conversation, Clark explains how postpartum mood disorders can appear in professional settings, what supportive leadership actually looks like, and why truly family-centered workplaces must consider the mental health of both birthing and non-birthing parents.
Many conversations about postpartum depression still focus primarily on the clinical or home environment. From your vantage point, what are employers and colleagues most often missing about how PPD shows up at work?
Like most people, employers and colleagues don’t realize that PPD or other perinatal mood disorders can manifest anytime during the pregnancy or up to one year following delivery. Employers and colleagues sometimes mistake common symptoms of PPD for disorganization and inefficiency. PPD may manifest as a lack of motivation, missed deadlines, isolation, or an unwillingness to attend company functions or have lunch with others. Employees may be late, seem disorganized, or have trouble concentrating or completing tasks. I think most people understand that new parents don’t get much sleep and may struggle to maintain energy during the day. But what people don’t understand is that the lack of sleep and disruption to schedules can exacerbate symptoms.
Another fact many people do not know is that this applies not only to the person who gave birth, but also to the non-birthing partner or father. Approximately 10% of male partners also experience PPD and anxiety. Another common misconception is that PPD is the only perinatal mood disorder. Other perinatal mood disorders that affect birthing people include postpartum anxiety, postpartum psychosis, and postpartum obsessive-compulsive disorder. All are temporary and treatable.
For managers and HR leaders who want to be supportive—but worry about overstepping—what are realistic signs that an employee might be struggling with PPD, and what is an appropriate first response?
In addition to the signs and symptoms listed above, employees may seem more easily agitated or irritable than usual, or they may express feeling overwhelmed despite having the same or a similar workload as before having a baby. Employees may also take more frequent time off or express panic or anxiety attacks triggered by concern for their newborn.
The most important thing is to approach the employee with care and concern. Explain that you have noticed changes in work quality, while recognizing they’ve had a major life shift. Ask how you can offer support and assure them you really want them to succeed in their roles at work and home. Do not ask for a diagnosis or expect that someone will communicate they have a perinatal mood disorder unless they are requesting an accommodation. You should normalize seeking help and share supportive resources like the National Maternal Mental Health Hotline (1-833-TLC-MAMA) and the Postpartum Support International Helpline (1-800-944-4773), or refer them to employer-sponsored resources like your company’s employee assistance program (EAP).
We ask frontline managers to support returning parents, but most have little training in maternal mental health. What is one thing every manager should be equipped to say—or not say—to an employee who may be experiencing PPD?
First, do not guess at a diagnosis or ask the employee to disclose one. If the manager has noticed any of the performance changes mentioned above, address the employee with empathy. The manager should mention noticing the employee’s recent difficulties, assure them they are valued, and confirm that the manager/company/organization wants to help and support them in any way possible to make their workload more manageable.
Deciding whether to disclose postpartum mental health challenges at work can feel fraught. What guidance do you give parents who are weighing if, when, and how to share that they’re struggling?
Deciding whether to disclose a mental health condition to an employer is difficult. Disclosing a mental health condition to employers that results from what is generally considered a joyous event can be even more fraught. An employee should carefully consider their goals before disclosing their diagnosis. If the employee knows that their performance or productivity is affected, disclosing the diagnosis may provide context and legal protection before a disciplinary or safety issue arises.
The employee should also know their rights and the company resources available for assistance. Many perinatal mood disorders may be considered temporary disabilities, qualifying for job accommodations and protections under the Americans With Disabilities Act (ADA), Family and Medical Leave Act (FMLA), or Pregnant Workers Fairness Act (PWFA). The employee should also disclose their condition on a “need to know” basis, and consider whether disclosing the condition to their manager is more appropriate than disclosing it directly to human resources. Human resources professionals are often more familiar and accustomed to receiving and protecting sensitive information.
Beyond parental leave, what workplace policies or cultural practices have you seen that meaningfully reduce the burden of PPD for working parents?
Typically, policies or cultural practices that use a phased approach to returning to work after birth have positive effects on the parents’ mental health. Phasing an employee back into work may mean starting with a reduced schedule and gradually increasing their hours over several weeks or months. Alternatively, it may mean redistributing an employee’s workload so they are not feeling overwhelmed by the expectation that they resume working at the level they were before taking parental leave.
Regarding workplace culture, employers who vocalize support for employees, emphasize the value of their contributions, and readily make resources like EAP available—while encouraging their use—also help ease the burdens of perinatal mood disorders.
As you noted above, partners can also struggle significantly. Where do you see workplaces overlooking partner mental health—and what would more truly family-centered support look like in practice?
We know that at least 10% of non-birthing, male-identified partners experience postpartum depression and anxiety. Symptoms for non-birthing partners may be exacerbated by having to return to work sooner than the birthing partner, and feeling responsible for caring for both their partner and the baby.
A more family-centered approach to supporting new parents who were not the person who gave birth would involve making the same inquiries and offering the same supports mentioned above for new non-birthing parents transitioning back into the workplace. Expressing concern for them, letting the employee know they are valued, offering to adjust their schedules or workload, and encouraging them to seek assistance—including the EAP—are all ways employers can take a more family-centered approach to supporting the mental health of new parents in the workplace.
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Once upon a time, there were two guarantees when getting a new job: a 401(k) and a work wife/hubby or bestie.
No one assigns you. There’s no official moment. One day, they are just there. The person who can help you translate your boss’s cryptic email, exchange eyerolls after annoying comments at the staff meeting, or share your emergency stash of M&M’s at 3 p.m.
But then 2026 happened and many of us work with colleagues we’ve only seen from the shoulders up on Zoom. So, I must ask, are work besties even a thing anymore? Or are they an outdated artifact of the pre-video conference culture?
Why You Need a Work BFF
Science backs up the value of office besties. Research shows that employees with at least one close friend at work are happier, more engaged, and stay longer than employees who go it alone, according to the Gallup Employment Engagement Survey. That means, if you like who you work with, you’re more likely to show up fully present and keep showing up.
A work bestie can:
1. Help you survive tough days. When sh*t hits the fan with a meeting, presentation, or project, you have someone to commiserate with and vent to.
2. Provide psychological safety. It feels safer to take risks when you have someone cheering you on. You are more likely to propose the out-of-the-box idea, say what you really think, and bounce back from feedback.
3. Give you a reason to go into the office. If you’re like me, working from home means yoga pants and a decent blouse for video calls. Knowing that you will see friends at the office is sometimes the only reason to put on real clothes and appear in public.
And at time when there is an epidemic of loneliness around the world, workplace friendships can provide something many adults struggle to find elsewhere: everyday connection.
Why Work Buddies Are Tougher to Find These Days
1. Office culture. Employees come into the office three days one week, fully remote the next. Some teams operate in multiple time zones. Others hire contractors who work seasonal gigs of six months or less. Those lazy mid-afternoon conversations over Starbucks have been swapped out for biweekly Zoom catchups.
2. You can’t run into someone in the kitchenette on Microsoft Teams.
3. We’ve become too cautious. The Great Layoffs took their toll. Companies eliminated entire departments via Zoom. After years of instability, people no longer think of the office like a family. These days it’s “just a job.” And suddenly, investing in another person at work feels like a waste of time.
That said, workplace friendships that do exist have never been more complicated.
The Drawbacks No One Puts on LinkedIn
1. Power imbalances. Your glowing review feels pointless when your boss loves your buddy’s work more. Someone you considered a friend rejects your idea in a meeting and suddenly you question of they respect you at all. If one of you gets a raise or promotion, that may change the power dynamic.
2. Blurred boundaries. When you are close to a coworker, professional disagreements or tough feedback can feel personal.
3. Layoff trauma. Losing a job is hard but losing your person and your job is just brutal. And when a bestie leaves, it can destabilize the other’s life at work.
4. And then there are office cliques. Every workplace has them. It’s the group that lunches together every day, are always huddled up in one of their officers. Cliques aren’t necessarily malicious, but they can shape opportunity and the flow of information. If you are on the outside, you feel it.
What If You Can’t Find a Work Bestie?
Perhaps you work remotely every day. You’re the only parent in your office. You’re the newest member of the team. You work in customer service. Or maybe you just really like keeping your professional and personal lives separate. Perhaps the real question isn’t whether we need them. It’s whether we need to redefine them. Instead of one best friend, build a team:
- One person who gives candid career advice.
- One person who shares memes mid-meeting.
- One person who challenges the way you think.
- One person who understands our life outside of work.
- This ecosystem can be just as powerful and much less fragile.
So, Are they Still a Thing?
Yes. But they look different. They might live in your DMs instead of the cubicle next to you. They might work in another state. They might be someone you’ve only met in person twice but text during every staff Zoom. All are valid. The deeper issue isn’t whether you have a work bestie. It’s whether you feel seen where you spend most of your waking hours. And in a culture that asks us to fluctuate between hustle and detachment, maybe the real luxury isn’t flexibility or perks. It’s having someone who understands exactly what that long meeting was really about.
