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The Transition Day & Week

The "public transition day" is the moment when the rollout becomes visible to everyone — the team announcement has gone out, badges and email have flipped, and you walk into the office (or the video call) presenting in the mode you'll continue in. The first week then determines whether the rollout lands as a non-event or as a constant social negotiation. The skill being trained is calibrating expectations and producing a survival plan rather than a celebration plan.

This page is the day-of and week-of operational guide. For the rollout sequencing that built up to this day see Disclosure Rollout Plan. For the microaggression patterns that follow see First-Month Microaggressions. For day-to-day coping registers see Mental Health → Daily-Life Coping.

Treat it as a survival day, not a celebration day

Most workers who report bad first weeks describe the same error: ambitions were set too high, energy budget was set too low, the day was loaded with deliverables that should have been deferred. Most workers who report tolerable first weeks describe the inverse — low ambition, low load, pre-arranged decompression, and a pre-agreed exit plan if the day went sideways. HRC's Trans Toolkit for Employers frames the rollout as a multi-week event, and Out & Equal's workplace materials describe the first month as "high-touch" — meaning the rollout is not finished when the announcement lands. Hendricks & Testa's minority-stress framework predicts that visibility events spike the proximal stressor load (concealment relief, expectation of rejection, internalized stigma) simultaneously, which is why the disclosure-day energy crash is real even when nothing visibly went wrong.

What disclosure-day looks like

The morning before

Most workers describe the morning of disclosure-day as worse than the workday itself. Anticipatory anxiety peaks before the event; physical symptoms are common (nausea, sleep disruption the night before, early waking). Operational patterns that hold up:

  • Wake time set 30–60 minutes earlier than usual; do not compress the morning.
  • Clothing chosen the night before — disclosure-day is not the day to debut a new presentation register. See Presentation & Dress Code for the sequencing.
  • Eat something even if appetite is suppressed. Caffeine on an empty stomach feeds the morning anxiety loop.
  • A short outdoor walk before commuting, if geography permits, dampens the pre-arrival cortisol peak.
  • Confirm the announcement is actually scheduled to send. HR misfires happen.

The first hour of the workday

The first hour is the highest-density social-calibration window:

  • The announcement has either landed or is about to. Most colleagues will not speak to you in the first 30 minutes; they are reading the email, processing it, and figuring out how to act.
  • A small number will come over immediately. Some are warm, some are awkward, a few are performatively supportive. None of these reactions predicts how the relationship will look in three months.
  • Avoid scheduling a meeting in the first hour. Use it for low-stakes work (email triage, doc review) that can absorb interruptions.
  • Pre-write a short reply to "congratulations" emails. Three lines. "Thank you, appreciate it, looking forward to a normal week." Do not draft these individually in the moment.

The first all-hands or team meeting

If a team meeting is on the calendar for day one, the tone is set by the manager, not by you:

  • Manager opens with one or two sentences acknowledging the announcement, not more.
  • You speak briefly only if you want to (most workers do not). A single line — "Thanks, I'm glad to be doing this work as myself, let's get to the agenda" — is sufficient.
  • The meeting then proceeds to its actual agenda. The disclosure should not be the meeting's content.
  • If the manager is going to fumble this, it is better to have agreed in advance that they will not address it at all.

The first round of one-on-ones

Some workers schedule one-on-ones with key colleagues for day one or two. Most should not. What tends to work:

  • Defer non-essential one-on-ones to week two.
  • Keep one-on-ones with your direct manager and any peer you co-lead work with — these are the relationships where calibration in the first 48 hours prevents drift later.
  • Each one-on-one should be 15–20 minutes maximum on day one. The temptation to "process" with each colleague is the path to end-of-day exhaustion.
  • One-on-ones are not therapy sessions. The colleague is not your support system.

The first lunch (alone vs with someone)

Lunch is the first unstructured window of the day. Two registers work:

  • Alone, off-site, phone face-down, 45 minutes minimum. The recovery pattern most workers report as protective.
  • One pre-arranged trusted colleague, somewhere quiet, no group lunch. Works only if the colleague is genuinely a low-cost relationship.

What does not work: a group lunch, a celebratory lunch, lunch with anyone who will want to "process" with you. The cafeteria table with five colleagues is the path to the afternoon crash.

Leaving at end-of-day

Leave on time. Leave early if the day has been heavy. Do not stay late on disclosure-day:

  • Pack up at the standard time, exit the same way you do every day.
  • Do not make a point of saying goodbye to people you do not normally say goodbye to.
  • The walk or commute home is decompression time. Headphones, low-stim media, no work calls.
  • Have a post-work plan that is not "go home and check email." A specific activity (walk, gym, a friend, a partner, a low-stakes show) anchors the evening. Workers without a post-work plan often spend the evening cycling through the day's residue.

What HR has done by then

The team announcement

By disclosure-day morning, the announcement should already be drafted, signed off, and scheduled to send. HRC CEI-aligned employers typically use a short email format under the manager's name (or HR partner with the manager cc'd) — name change, pronouns, effective-immediately framing, a one-line "please direct questions to the manager not [employee]," and a sign-off. The email is short by design.

What can go wrong: the announcement is sent under the wrong name, sent to the wrong distribution list, sent late (after lunch), sent with the deadname referenced for "context." All four are common enough that you should ask to review the final draft before send.

The systems updates (which should be done; some won't be)

By disclosure-day, the following should already be live: display name in email, calendar, Slack/Teams/whatever your workplace uses, directory, badge print. The following typically lag: payroll/HRIS legal record (gated by SSA and court documentation), insurance gender marker, badge photo, name on recurring system-generated emails, name on internal ticketing systems, name on customer-facing materials, name on shared drive paths, name on legacy documents the deadname is embedded in.

The lag list is long. HR will tell you "everything's been updated" and they will mean the systems they remembered. Maintain your own list and check it yourself in week two. See Name & Pronoun Systems Rollout for the full inventory.

Manager briefing

The manager should have been briefed by HR at least one week before disclosure-day. The briefing should cover: name and pronoun handling, the team announcement script, who to escalate to, restroom and dress-code adjustments, what to do if a team member responds badly, what not to disclose about your medical situation. HRC's Trans Toolkit for Employers provides a standard briefing template.

What HR often skips: coaching the manager on real-time correction language, coaching the manager on what to do at the first stand-up after the announcement, prepping the manager for the awkward-questions moment.

Senior-stakeholder briefing

For senior or customer-facing roles, the senior stakeholders (executive sponsor, key clients, board members where relevant) should have been briefed in the rollout sequence — typically the day before the team announcement. This is the briefing most likely to be incomplete. If a senior stakeholder "didn't know" on day one, the rollout sequence failed at the senior layer.

What HR usually fails to do (and how to prepare)

Recurring HR failures, in approximate frequency order:

  • Failing to brief reception, IT helpdesk, facilities, and security — the staff who interact with you on day one but were not on the announcement distribution.
  • Failing to update the org chart in the directory tool.
  • Failing to coordinate timing with payroll so the legal-name reference does not surface in a paystub the same week.
  • Failing to give the manager a script for the standup.
  • Failing to handle the line-crossing question proactively (see below).
  • Treating the announcement as the conclusion rather than the start.

Build your own list of HR's standard failures, ask about each specifically in the pre-rollout meeting, and assume at least two will not get done. Pre-write the follow-up emails so you are not drafting them on day three when you are exhausted.

What the team announcement looks like

Email-only

The most common format. Pros: low-friction, no real-time awkwardness, lets colleagues process privately before reacting. Cons: easy to miss, easy to ignore, does not signal manager investment. Most workers report this as the preferred format.

Email + verbal acknowledgment in next standup

The HRC-recommended pattern for engaged teams. Email lands first; the manager opens the next standup with one or two sentences acknowledging it ("you saw [name]'s email; she's continuing to lead the X workstream; let's get into the standup"). Verbal acknowledgment closes the loop without making the standup a coming-out moment.

Town-hall format

Rare and usually a mistake at the team level. Sometimes used at the org-wide level for senior leaders. The town-hall format puts you in front of a room of people processing in real time, which is the worst possible configuration for the awkward-questions moment. Avoid where possible.

When you're in the room vs not

Most workers should not be in the room when the announcement is read aloud, if there is a "reading aloud." Standard pattern: announcement is sent by email while you are in a different physical or virtual location. You arrive back into the workspace 15–30 minutes after send, at which point colleagues have read and at least partially processed. This is the configuration with the lowest awkwardness load on you.

What you do during the announcement

If you are at your desk when it sends: keep working. Do not stare at the inbox. The first replies will arrive within minutes; do not respond immediately to all of them. Pre-write a short standard acknowledgment for the warm replies. For the awkward replies, no response is a valid response on day one.

What you do immediately after

Walk for five minutes if you can. Drink water. Eat something. Then return to the workday's actual agenda. Do not check the inbox compulsively. Do not read every reply as it arrives. The inbox triage can happen at lunch or end of day.

The all-hands awkward-questions moment

When this happens (rarely day-of, often within first week)

The "awkward questions" are rarely asked on day one — the announcement is fresh, colleagues are still calibrating, social inhibition is high. They typically surface in days two through five, often in semi-private settings (hallway, kitchen, one-on-one), occasionally in a team meeting if a manager opens a Q&A window. Workers who expect the questions on day one and do not get them often relax too early.

What people typically ask

Categorized roughly by frequency:

  • "When did you know?" — most common, mostly benign, sometimes a probe.
  • "What should I tell [client / external partner / vendor]?" — operational, worth answering.
  • "Are you going to have surgery?" — medical, you do not answer.
  • "What about the bathroom?" — sometimes operational, sometimes hostile; the answer is "the same one I'll use every day" or HR routes it.
  • "How does your family feel about this?" — personal, you do not have to answer.
  • "What's your real name?" — the deadname probe; route to HR.

What you don't have to answer

Anything medical. Anything about surgery. Anything about your body. Anything about your family. Anything about your romantic or sexual life. Anything about the deadname. "I'm not discussing that, but [pivot to work]" is a complete answer.

When a colleague crosses a line

The pattern: a colleague asks something invasive, often in front of others, sometimes framed as concern or curiosity. The line is crossed when the question is medical, sexual, or persistently directed at the deadname after correction. Real-time options:

  • Short verbal redirect: "That's not a work question." Then pivot.
  • Walk away. Leaving the conversation is not rude after a line crossing.
  • Document the incident in a note to yourself within the hour, including who, what, where, who else heard it.

Who handles the line-crossing (you vs HR vs your manager)

A first-time good-faith awkward question is yours to handle, with a light redirect. A pattern of invasive questioning is HR's to handle, escalated through your manager. A line-crossing in front of a customer or external partner is the manager's to handle, immediately. Hendricks & Testa's minority-stress frame predicts that line-crossing has cumulative cost; do not absorb a pattern silently to "keep the peace."

What to do with the first eight hours

A realistic schedule

A workable disclosure-day schedule:

Window Block
0:00–1:00 Arrival; low-stakes work; absorb reactions
1:00–2:00 Focused work, one block
2:00–2:30 Break, walk, water
2:30–4:00 Focused work or one essential meeting
4:00–5:00 Early lunch, alone, off-site
5:00–6:30 Afternoon work, reduced ambition
6:30–7:00 Wind-down; prep for tomorrow; leave
7:00 onward Out the door; decompression plan engages

Energy budget

Treat day one as roughly a 60% energy day. The remaining 40% is going to social calibration, anticipatory anxiety, and the inbox. Workers who plan for an 80% or 100% productive day routinely crash by 2 p.m.

Avoiding heroic ambitions

Disclosure-day is not the day to ship a feature, lead a kickoff, present to a customer, or close a deal. The temptation to "prove I can still do the job" is the recurring error. The job will be there next week. The first week is for arriving as yourself, not for proving anything.

When to take an early lunch

Default: take lunch at 11:30 rather than 12:30. The cafeteria is emptier; the off-site options are less crowded; the morning's energy bank is closer to depleted by 11:30 than most workers expect. Early lunch creates a longer afternoon, which can be filled with either work or an early departure.

When to leave on time

Always. Disclosure-day is not a late-stay day. If the inbox is not cleared, it is not cleared.

When to take the afternoon

Acceptable triggers: an incident in the morning (line-crossing, hostile reaction, deadname surfacing in a system that should have been updated); acute distress that is not regulating after a walk and a break; a private crying jag that has not resolved; a sense of physical illness. Pre-arrange with HR or the manager that "I may need to leave early today" is on the table; do not negotiate it in the moment.

The first morning of misgendering

Why this happens even with the best preparation

Pronoun habits are language-level reflexes. Even colleagues who actively support you will misgender you in the first week. Schilt & Connell's workplace research on transition documents this pattern across industries: the slip rate is highest in week one, halves by week three, and approaches baseline by week eight, conditional on consistent correction. The slip is not a measure of the colleague's investment; it is a measure of how long they have been using the old pronouns.

Real-time correction options

Three registers, matching Daily-Life Coping:

Register When What it sounds like
Light First-time slip; transient interaction "It's she, actually" — mid-sentence, no held eye contact
Direct Repeated slips; norm-setting in a new room "Please use she/her for me" — eye contact, full sentence, pause
Documented Pattern of intentional misgendering Written follow-up to offender and HR/manager citing prior verbals

When to correct, when to let it go

Correct in any setting where the correction will not cost more than the slip itself. Let it go when correction would out you to a hostile party, when the social cost exceeds the relationship value, or when you are at the end of an energy budget and cannot absorb the calibration work. Strategic non-correction is bandwidth management, not self-betrayal.

When to address it with HR

Patterns of misgendering by the same person after multiple corrections. Misgendering by a manager. Misgendering in customer-facing settings. Misgendering paired with deadnaming. Any of these escalate to HR with documentation.

When to let your manager handle it

Misgendering by a peer in a team meeting where the manager is present and should intervene. Misgendering by a junior team member who reports to your manager. Misgendering by a senior person whose feedback you cannot directly give. The manager's job in the first month includes real-time correction of their own team; if they are silent, that is its own escalation.

Detailed correction patterns for the second through fourth weeks live in First-Month Microaggressions.

The first week — day-by-day

This is the practical centerpiece of the page. Each day has its own modal load and its own modal failure mode.

Day one — survival, not heroism

Lower the bar. Land in the building, do the minimum, leave on time. If the day produces nothing else, that is a successful day one. The metric is arrival, not output. Most workers over-index on day one and under-index on day three; the inverse is closer to optimal.

Day two — patterns starting to show

The colleagues who were warm on day one are still warm. The colleagues who were avoidant are still avoidant. The colleagues who hovered have either settled or kept hovering. Day two is the first day you can see the shape of the team's actual response, distinct from day-one performance. Take notes. Do not act on patterns yet. Most patterns visible on day two will look different by day five.

Day three — energy crash often hits

The midweek crash is the modal failure point. Adrenaline that carried days one and two has run out; sleep debt has accumulated; the calibration load has not eased. Workers report day three as the day they most often consider calling out, the day misgendering is hardest to absorb, the day a single awkward interaction tips into rumination. Plan for this in advance:

  • Light load on day three; protect lunch; leave on time.
  • Have the evening cleared.
  • Schedule the therapy appointment for the evening of day three or the morning of day four if your therapist has the slot.
  • Treat caffeine carefully — the day-three crash is partly a caffeine-debt crash and stacking more caffeine accelerates rather than resolves it.

Day four — settling

If day three was managed, day four is usually the first day that feels normal. Pronouns are landing more often than not; the inbox has stabilized; the announcement is stale news. The temptation is to over-extend on day four to compensate for the slow days. Resist; the week is not over.

Day five — first weekend approaching

Day five is the runway to the first weekend. Most workers report day five as easier than day three but harder than they expected — the cumulative load of the week surfaces in the late afternoon. Wind down deliberately; do not start anything that requires a Saturday push. End the week with a clean handoff so Monday does not open into an unresolved thread.

Energy management

Bandwidth budget for week one

Treat week one as a 60% week. Day one is 60%, day three is 40%, days two, four, and five are 60–70%. Workers who plan a 100% week routinely under-deliver and over-suffer.

What to defer

Non-urgent meetings. Optional events (offsites, lunches, after-work gatherings). New project kickoffs. Non-essential travel. Feedback conversations that can wait. Any meeting whose purpose is "to check in" on your transition — those can wait two weeks.

What to keep

Deliverables that are already on the calendar and have external dependents. Key one-on-ones with your manager and your closest peers. Customer commits that cannot be moved without business cost. Anything where deferral would cost more than the energy of doing it.

When to take leave (some people do)

Some workers take the week of disclosure as PTO. This is a valid pattern, particularly if the rollout is also coinciding with a major presentation shift, voice work, or post-procedure recovery. The trade-off: returning the following week as a "stranger" everyone has been talking about for a week. Workers split roughly evenly on which is harder.

When to power through

Most workers do not need to take leave. The week is hard but absorbable with reduced ambition and protected recovery. The decision turns on energy reserves, household stability, and whether the workplace is supportive enough that being present is worth more than being absent.

Sleep and stress management

Sleep is the variable most workers under-protect in disclosure week. The night-before sleep is usually compromised; nights two and three are often worse. Patterns that hold:

  • Hard end-of-day cutoff for work email.
  • No alcohol in the first week — the rebound disrupts sleep architecture and the next-day cognitive load is the wrong direction.
  • A consistent bedtime even when not tired.
  • Phone out of the bedroom if the inbox is the rumination trigger.
  • Therapy session scheduled for late in the week if possible. See Finding a Therapist if you do not have one in place yet.

Social calibration

Who to engage with on day one

Your manager. One or two trusted peers. Anyone whose work depends on yours in the next 48 hours. That is the entire list. The temptation to make the rounds with every supportive colleague is the path to end-of-day burnout.

Who to defer until next week

Skip-level managers, cross-functional partners you do not work with daily, the colleagues who "want to grab coffee," the colleagues who have been silent and will resurface in week two. None of these are urgent.

When colleagues seem to be avoiding you

The most common pattern in week one is not hostility but avoidance — colleagues who are unsure how to act, who do not want to "say the wrong thing," who are processing on their own timeline. Avoidance in week one is rarely rejection; most colleagues re-engage by week three. Do not chase. Do not interpret. Note the pattern and revisit in two weeks.

When colleagues seem to be hovering

The mirror pattern: colleagues who suddenly want extensive face time, who ask how you are doing repeatedly, who treat the disclosure as an event they are part of. Hovering is usually well-intentioned and exhausting. A short, warm deflection works: "I'm good, let's catch up next week, I just need a normal week first."

The "your co-workers don't know how to act either" frame

Most colleagues have never had a co-worker transition before. They are calibrating in real time, with no script, with the same fear of saying the wrong thing that you have of being misgendered. The avoidance and the hovering are both expressions of the same uncertainty. This is not an excuse for bad behavior, but it does explain most of the awkwardness of week one. By week three, most colleagues have settled.

Specific situations

When you have a high-stakes meeting on day one

Default: try to move it. If it cannot be moved, treat it as a normal work meeting and not a transition event. Brief the attendees through the manager so the meeting opens with no preamble. Do the work. Leave. Take a longer lunch.

When a customer call lands on day one

External-facing calls follow a different protocol: the customer may not have been notified, may use the old name, may misgender. The manager should join the call if possible. If not, the call is what it is — present yourself as yourself, do the work, address name and pronoun only if the customer raises it, route the post-call cleanup to the account manager.

When you're leading a team meeting on day one

Avoid this where possible. If unavoidable, the meeting is about the agenda, not about you. Open standard, run standard, close standard. If a team member raises the disclosure, the manager redirects. If the manager is not present, you redirect: "Thanks, let's stay on the agenda."

When a senior executive shows up unexpectedly

This happens occasionally — the well-meaning executive who wants to "show support" by visiting on day one. The interaction is short, performative, and you are not obligated to extend it. Thank them, signal back to the work, end the visit. Senior executives who want a longer conversation can have it next week.

When you have a video call you can't reschedule

Camera on if you want it on, off if you don't. Display name pre-set to the new name. Pronouns in the display name if your platform supports it. Test the audio and the lighting in the morning rather than during the call. If the call exposes a system that has not been updated (the calendar invite still reads the deadname, the meeting recording uses the old name), note it and route to HR after the call. Do not derail the call to fix it.

When the day goes badly

Recognizing acute distress

Markers: chest tightness that does not regulate, dissociation, intrusive suicidal thoughts, an inability to track conversation, uncontrolled crying that has not paused for 20 minutes, a sense of being unable to stay in the building. Any of these is a signal to disengage from the workday immediately, not a signal to push through.

When to take the afternoon

A morning incident that is still cycling at lunch. A confrontation that went badly. A systems failure that surfaced the deadname publicly. A sense that the afternoon will produce more harm than benefit. Pre-arranged with HR/manager that this is on the table; the message is "I'm heading out, I'll be back tomorrow," not a negotiation.

When to take the next day

If day one was acutely bad, day two as PTO is reasonable. The cost is the re-entry on day three; the benefit is a recovery window that prevents the day-three crash from compounding the day-one damage. Most workers do not need this. Some do.

When to engage HR

Any line-crossing incident. Any systems failure surfacing the deadname. Any pattern of misgendering by the same person. Any hostile reaction from a colleague. Any concern that the manager is not handling something they should. HR engagement should be by email so there is a written record.

When to call your therapist

A pre-arranged check-in for late in the first week is the standard pattern. An emergency call earlier is appropriate if acute distress is not regulating. The therapist is the processing destination; the colleagues, the partner, and the inbox are not.

If distress crosses into the suicidal-ideation register

The route is Suicide & Safety Planning, not this page. Trans Lifeline (877-565-8860) is peer-run by trans people for processing rather than acute crisis; 988 is the general crisis line. Disclosure-day distress that does not regulate by the evening, or that includes specific suicidal planning, is the threshold for the safety-planning page rather than the workplace one.

After the first week

The weekend after

Most workers report the first weekend as a crash — the accumulated load of the week surfaces once the structure of the workday lifts. Plan the weekend lightly. No major social events. No family disclosures. No travel. A long sleep, a low-stim Saturday, a quiet Sunday. The weekend is recovery, not catch-up.

The second-week trough

Week two is often harder than week one. The novelty has worn off, the support has tapered, the work has resumed at full pace, and the calibration load is still elevated. Schilt & Connell's research on post-transition workplace dynamics notes this trough explicitly: the second and third weeks are when most workers report the lowest morale, even though the visible incidents have decreased. Plan for it. Maintain the reduced-ambition register through week two. Do not assume week one's containment means week two will be normal.

When to debrief with HR

Schedule a debrief with HR at the end of week two. Topics: which systems are still not updated, which incidents need follow-up, which manager behaviors need coaching, which team dynamics are forming. The debrief is operational, not therapeutic. Bring a list. Get commitments with dates.

When to debrief with your manager

Weekly one-on-one with the manager, standard cadence, with one transition-specific item on the agenda for the first month. The item shrinks each week. By week six, it is off the agenda.

When you can stop tracking the rollout obsessively

Most workers report that around week four to six, the disclosure stops being the dominant feature of the workday and becomes background. The signal is internal: you stop scanning every interaction for misgendering, you stop reading every silence as judgment, you stop running the rollout checklist in the background of every meeting. Thoroughgood et al. on workplace minority-stress recovery suggests the calibration burden eases in proportion to the team's behavioral consistency, which lands around this window for most teams.

Common errors

Treating it as a celebration day

The pattern: arriving with a high-energy "today is the day" frame, expecting the workplace to mirror that frame, taking the team's neutral response as rejection. The workplace is not your community. The workplace is your job. The day is operational, not celebratory.

Over-explaining to colleagues

The pattern: feeling obligated to explain transition, gender, the medical arc, the family situation, the timeline, the reasoning. The colleague did not ask and does not need any of it. Over-explanation generates anxiety in the colleague and exhaustion in you. Short answers, redirect to work, save the explanation for the relationships that earn it.

Refusing to take any breaks

The pattern: skipping lunch, working through the morning break, staying late to "make up" for the disrupted day. The cost surfaces on day three. Take the breaks.

Refusing to take the afternoon

The pattern: a bad morning, a clear case for early departure, and a refusal to leave because "I should be able to handle this." You may be able to handle it. The cost of handling it is your week.

Pushing into deliverables that should have been deferred

The pattern: an ambitious deliverable scheduled into the disclosure week, often by your own past self before the rollout solidified, and a refusal to slip it. The slip costs less than the burnout. Slip it.

Not pre-arranging a post-work decompression plan

The pattern: arriving home on disclosure-day with no plan, defaulting to the inbox, ending the evening more wound up than the workday. The post-work plan is part of the disclosure-day plan. Schedule it before the day starts.

See also

Sources

  • HRC Foundation, Trans Toolkit for Employers.
  • HRC, Corporate Equality Index.
  • Out & Equal Workplace Advocates — workplace transition resources.
  • Hendricks, M. L., & Testa, R. J. (2012). A conceptual framework for clinical work with transgender and gender nonconforming clients: An adaptation of the Minority Stress Model. Professional Psychology: Research and Practice, 43(5), 460–467. doi:10.1037/a0029597.
  • Schilt, K., & Connell, C. (2007). Do workplace gender transitions make gender trouble? Gender, Work & Organization.
  • Thoroughgood, C. N., Sawyer, K. B., & Webster, J. R. — research on workplace identity management and minority-stress recovery in transgender employees.