Post-Pandemic Hypervigilance

Licensed psychologist Dr. Shannon Franklin describes hypervigilance as a trauma-driven state in which the nervous system remains on constant alert for emotional danger, scanning for subtle signs of rejection, disapproval or abandonment, often without conscious awareness. For example, the pandemic has been the most traumatic collective event of our lifetime, and for millions of working mothers, it led to hypervigilance.

Female leaders describe operating with what feels like dozens of invisible browser tabs permanently open in the background. Part project management. Part emotional monitoring. Part risk prevention. Part anticipatory logistics. To them, a forgotten meeting can damage credibility. An overlooked interpersonal conflict can destabilize a team. A delayed response can quietly alter perceptions of competence, warmth or commitment. Their brain never fully powers down.

Now those women are experiencing AI-related layoffs, which may not constitute trauma in a clinical sense. Even if events like layoffs, AI restructuring or economic instability are not individually traumatic for every person, they can still intensify the same emotional conditions many people are already living with because of the broader mental health crisis.

AI is being framed by executives as the solution for productivity acceleration and cognitive relief. But technology automates output, not emotional consequence. “Technology can process information, but it can’t build trust, create psychological safety, or sense when someone is quietly struggling,” says Lauren Winter, head of operations in advertising at Vox Media, in an interview. “Those are still deeply human responsibilities.”

New research from Microsoft Viva suggests that AI value depends heavily on human conditions like trust, role clarity, and managerial support. Winter is “very optimistic” about AI making workflows faster and removing operational frictions, but today, some of that labor still falls disproportionately to women.

Female Leaders Are Always “On”

According to McKinsey’s Women in the Workplace report, women’s representation drops from 49% at entry-level positions to 29% at the C-suite level. Those numbers are usually framed as a pipeline, retention, sponsor, or caregiving problem. Less discussed is the cognitive and emotional exhaustion of being a mother in leadership.

Most leadership conversations still frame management as strategy, execution and decision-making. But much of modern leadership increasingly involves emotional interpretation and environmental scanning. Winter says much of her day involves tracking subtle shifts most people around her never see. “I’m constantly managing two operating systems at once. At work, I’m tracking team energy, where tension is building, who seems overwhelmed but isn’t saying it yet, and whether a project is actually on track or just being held together quietly behind the scenes.”

None of those responsibilities sound catastrophic individually, but together, they’re a psychological split-screen existence where part of the brain is always allocated somewhere else. At work, many women say they are not simply listening to the meeting conversation itself. They are simultaneously monitoring tone shifts, pauses, hierarchy dynamics, defensiveness, who has stopped contributing, who keeps interrupting and whether conflict is quietly forming underneath the surface.

AI can make people more efficient by helping them handle large amounts of work and information at once. But when it comes to managing working mothers using AI, the technology alone is not enough. The biggest benefit comes when AI is combined with a real understanding of caregiving, mental load, time pressure, and the invisible labor many mothers manage every day. In an interview, Jessie Pengilly, head of corporate at OnStak, agrees: “While AI helps us manage multiple complex tasks and increase productivity, its greatest value comes when it’s paired with an understanding of the realities of working motherhood.”

The difficult thing about invisible labor is that people often notice it only once it disappears. “One of the hardest things about being seen as highly capable is that people stop questioning how much you’re carrying," Winter says. “If you’re calm under pressure, responsive, organized, dependable, and high-performing, people assume you’re okay because you make it look manageable.”

Nervous System Management

A significant portion of leadership is nervous system management. Highly capable leaders are often expected to absorb instability without visibly reacting to it. They become emotional shock absorbers inside organizations.

For example, a female director managing an AI rollout may spend months stabilizing employee anxiety, reframing executive messaging, monitoring morale and preventing fear about automation from spreading across her team. The difficult thing about invisible labor is that if she succeeds, leadership often sees only that the rollout went smoothly, not the constant emotional management required to keep the system stable. The more competent female leaders become, the less visible their real effort appears.

Nervous system management cannot be measured easily in performance metrics despite being central to organizational stability. And when women become highly skilled at it, the reward is often not relief but expansion: larger teams, more emotional complexity and greater responsibility for keeping increasingly unstable systems functioning. Unfortunately, the emotional on-call feeling never fully turns off.