Think You’re in the Clear After May? Experts Warn June Can Be Even Harder

Why high performers are more likely to break down in June

So what kind of people are most vulnerable to June syndrome? According to Dr. Hisashi Katsu, there is a common pattern among the patients he has treated. Surprisingly, many are the very people regarded as the most capable and dependable in the workplace.

“Many are hardworking, meticulous, highly responsible, and perfectionistic. They’re model employees whom everyone relies on, and precisely because of that, they never hesitate to push themselves. In other words, they’re the type who keep going until their mental and physical health finally gives out.”

It’s not only personality that matters—the circumstances they’re in also play a major role. The most common cases involve people who have just been promoted into management or have recently been transferred to a new department.

“New managers often struggle to adjust to unfamiliar responsibilities and a much broader scope of authority. Yet because of their position, they feel they can’t show weakness either to their superiors or to their subordinates. Employees who have just transferred to a new workplace also tend to feel like outsiders. In both situations, psychological isolation is common.”

Ironically, people who excelled as frontline performers often struggle the most after promotion. Psychiatry even has a term for it—”promotion depression” (shōshin utsubyō)—which is considered one of the major contributors to June syndrome.

“People who were outstanding as individual contributors often unconsciously expect their subordinates to perform at the same level they did. When those expectations aren’t met, they start taking on their employees’ work as well. Gradually, they become exhausted. They keep telling themselves, ‘I just have to work harder,’ and eventually develop depression. That’s the essence of promotion depression.”

Dr. Katsu also notes that the challenges of management differ depending on age.

“The skills required to be an excellent individual contributor are completely different from those needed to be an effective manager. Managers need interpersonal skills and the ability to coordinate within an organization—abilities that usually come only with experience. If someone in their twenties suddenly finds themselves supervising older employees, the difficulty can be enormous.”

For managers in their thirties and forties, however, the burden is different.

“People in their thirties and forties are often juggling child-rearing, family concerns, mortgages, or caring for aging parents. Yet at work they’re expected to be dependable veterans. Compared with younger managers, they’re carrying an entirely different kind of weight.”

The harsh reality of the lonely middle manager

According to Dr. Katsu, the unique position managers occupy makes them especially vulnerable.

“Because they feel they can’t show weakness, they tend to overwork themselves. Even when they finally seek advice, they’re sometimes told, ‘Isn’t figuring that out your job?’ They take on greater responsibility without being given sufficient authority. They’re often stuck in an awkward middle position where they can’t speak forcefully to either side.”

Fewer and fewer people actually want to become managers. According to a survey by the Persol Research and Consulting Co., only 28.2% of people in their twenties said they wanted a management position as of 2024 (Source: Persol Research and Consulting, 10,000 Working People Employment and Growth Survey).

Even people hired directly into management positions after changing jobs often experience isolation.

“Newly hired managers often feel they’re being watched with an attitude of, ‘Let’s see what this outsider can do.’ They want to prove themselves as immediate contributors, but at the same time they have to earn the trust of colleagues who may be wary of them. That’s an enormous psychological burden.”

Compensation and authority are also part of the problem.

“Ideally, managers should have hiring authority and substantial control over working hours. In reality, that’s not how most Japanese companies operate. Many managers have neither personnel authority nor the freedom to issue strong directives. On top of that, growing awareness of workplace harassment means they have to be extremely careful about how they interact with subordinates. Because they’re classified as managers, overtime pay is usually absorbed into a management allowance, so no matter how many extra hours they work, they receive no additional compensation. They’re what people call ‘managers in title only.'”

Many companies devote significant resources to helping new employees settle into the workplace. But once someone becomes a manager, the situation often changes. Although companies frequently lament the shortage of managers, many fail to provide adequate support after promotion.

“In recent years, there’s been a push to promote more young employees and women into management. But simply promoting someone without supporting them afterward can actually drive them into burnout and eventually lead them to quit. What’s truly important is creating systems that continue supporting people after they’re promoted.”

A psychiatrist’s prescription for preventing “June Syndrome”

What can those of us who continue working under the risk of June Syndrome do starting today? According to Dr. Katsu, the first step is recognizing a common trap people fall into when they become overwhelmed.

“When people get busy, they start cutting back on time spent with friends or enjoying hobbies, and before they know it, work is the only thing left in their lives. I call this the ‘single-pillar’ state, and I encourage people to build more pillars.”

The more pillars you have, the more ways you have to relieve stress.

“Even if something unpleasant happens at work, spending time on a hobby or having dinner with friends can lift your mood. But when work is your only pillar, any setback at the office hits much harder, and your mental and physical well-being becomes much more unstable.”

Simply finding yourself sacrificing life outside of work is already a sign that you’re pushing yourself too hard. So if you’ve noticed that warning sign, where should you start?

“The quickest and most effective step is to talk to someone. Earlier I compared stress to a weight. Carrying it alone is heavy, but asking someone to help carry it makes it lighter. If you discuss work-related concerns with your supervisor, they may be able to adjust your workload. That can lead to a real solution.”

Another commonly overlooked issue is the relationship between sleep and alcohol. Many people try to relieve stress by drinking, but that can actually make things worse.

“Alcohol makes your sleep shallower, making the next morning even more difficult. Quitting isn’t easy, but the benefits appear almost immediately.”

If symptoms persist despite these efforts, Dr. Katsu recommends seeking professional help. Warning signs specific to June Syndrome include being unable to get moving on days off, mental sluggishness, lack of motivation, and persistent insomnia. When choosing a clinic, he advises looking for one that helps patients address the underlying sources of stress—not simply prescribe medication.

“Online consultations that quickly issue prescriptions or clinics that provide a medical certificate after a single visit may be convenient, but they don’t fundamentally solve the problem. Once the medication runs out, the symptoms are likely to return. Likewise, if you quit your job with only a medical certificate, there’s a good chance you’ll experience the same problems at your next workplace. It’s better to find a clinic that will work with you to develop healthy ways of coping with stress. One good indicator is whether the clinic’s website carefully explains its treatment approach.”

As 2026 approaches its halfway point, now is the perfect time to pause and honestly assess your own condition.

Dr. Hisashi Katsu is the director of Ningyocho Mental Clinic. After graduating from Asahikawa Medical University, he worked as an anesthesiologist before joining the Department of Psychiatry at The Jikei University School of Medicine. He opened his clinic in Tokyo’s Nihonbashi Ningyocho district in 2004. He holds a doctorate in medicine and is a designated mental health physician, a certified occupational physician recognized by the Japan Medical Association, and a board-certified specialist in psychiatric pharmacotherapy. His books include “Breaking Free from Fixation and Adjustment Disorder” (Sakura-sha), among others.