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Do you ever feel like you have to hide yourself at your workplace?
Hide your culture, identity, ethnicity, disability, or personal struggles to fit into the mold of “professionalism”?
This phenomenon is known as covering, a term popularized by sociologist Erving Goffman to describe how individuals manage stigmatized aspects of their identity.
While some degree of covering may be necessary in certain contexts, excessive covering can erode emotional well-being and hinder authentic connections at work.
But, what is the root cause of professionals feeling the need to cover? What is the line between being professional and being inauthentic?
All your questions will be answered in this blog post.
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Erving Goffman, a famous sociologist of 20th century gave a theory on stigma highlighting how individuals often feel pressured to conform to societal norms.
He defined stigma as “an attribute that is deeply discrediting” which spoils the identity of a person and makes them feel inferior.
To avoid this discrimination, people manage their “spoiled identity” by concealing and covering to maintain a sense of normalcy.
Covering therefore refers to the act of downplaying or concealing aspects of your identity that are perceived as stigmatized in a professional setting.
This could include elements such as race, sexual orientation, gender identity, disability, mental health struggles, or even personal interests.
For instance:
A report by Deloitte has showed 60% of employees globally engage in covering at work, indicating that this is a widespread issue affecting many professionals.
Understanding why individuals feel compelled to cover is essential for addressing the underlying issues. Here are some common reasons:
Many employees fear that revealing their true selves could lead to discrimination or exclusion. This fear is often rooted in past traumatic experiences or societal narratives. For example:
Workplaces often have unspoken rules about what constitutes “professional” behavior. These norms frequently reflect dominant cultures and can marginalize those who don’t fit the mold. For example:
The desire for career advancement can drive individuals to cover aspects of their identity. Many believe that fitting into the traditional mold will increase their chances for promotions and recognition. This leads them to suppress their true selves in favor of a more palatable version.
Social stigma surrounding certain identities can create an environment where covering feels necessary for acceptance. Employees may internalize negative stereotypes and feel they must conform to avoid judgment from colleagues.
In organizations, where workplace safety is low and employees don’t feel safe expressing themselves–covering becomes a survival tactic.
Without an environment that encourages vulnerability and authenticity, many choose to hide parts of themselves instead.
For example: A first-generation Asian American professional might avoid discussing their upbringing out of fear it will reinforce stereotypes about poverty or lack of privilege.
While some degree of covering may seem necessary in specific contexts, it becomes harmful when it leads to emotional distress or hinders personal growth. Here’s a breakdown:
The consequences of excessive covering can be profound and far-reaching:
Constantly managing how you present yourself can lead to emotional exhaustion. Research shows that employees who cover experience burnout from the effort required to fit in. The mental load can be overwhelming, leading to anxiety and depression.
When individuals feel they must hide parts of themselves, creativity suffers. Fear of judgment stifles innovation and risk-taking, essential components for personal and organizational growth.
Ironically, covering can hinder career advancement rather than help it. Employees who suppress their identities may struggle with job satisfaction and commitment, leading them to disengage from their work altogether.
According to Primeast’s research in 2025, only 23% of employees worldwide are engaged at work, while 62% are disengaged, simply going through the motions.
Authentic connections are crucial for collaboration. When employees cover up aspects of themselves, they miss opportunities for genuine relationships with colleagues, leading to isolation and reduced morale.
Organizations that promote an environment where covering is prevalent may face higher turnover rates. Employees who feel they cannot be themselves are more likely to seek opportunities elsewhere, costing companies valuable talent and resources.
Excessive covering can hinder emotional intelligence (EQ) by reducing self-awareness–a key component of EQ. It also limits authentic connections with colleagues, affecting empathy and communication style.
Navigating authenticity in the workplace while maintaining professionalism can be tricky but achievable with these actionable strategies:
Share small personal stories related to your experiences (e.g., “As a parent balancing deadlines…”). This normalizes authenticity and encourages others to do the same without compromising professionalism.
Challenge traditional notions of professionalism that equate insensitivity with competence. Embrace EQ as a strength; it promotes connection and understanding among colleagues.
Encourage open dialogue within your team about diversity and inclusion initiatives. Create spaces where team members feel safe voicing concerns or sharing experiences without fear of reprisal.
Acknowledge others’ unique contributions publicly through compliments or recognition during meetings. This will create an inclusive culture where everyone feels valued for who they are.
You don’t owe everyone your trauma or personal struggles, share only what feels comfortable and safe for you. Establish boundaries around what aspects of your identity you choose to disclose in professional settings.
Find mentors or peer groups who understand your experiences and encourage authenticity in the workplace. These connections can provide validation and support as you navigate challenges related to covering.
Regularly assess your feelings about covering at work: What aspects do you find challenging? What would allow you to express yourself more authentically? Self-awareness is key to understanding your needs.
Covering isn’t just a personal struggle; it’s a systemic issue rooted in societal norms that dictate what it means to be “professional.”
Creating an environment where everyone feels safe expressing their true selves requires collective effort, from leadership down through all levels of the organization.
By acknowledging the hidden challenges associated with covering up at work, we can begin developing workplaces characterized by authenticity, psychological safety, and inclusivity.
Hope you liked reading this post. Share your thoughts below.
Covering involves hiding identity traits; code-switching refers specifically to adapting communication styles based on context (e.g., using different dialects).
According to Deloitte's research from 2025, around 60% of employees report engaging in some form of covering which indicates it’s a widespread issue across various industries.
Covering is seldom positive. Even little forms of covering can drain energy over time and hinder authentic relationships within teams.
Erving Goffman, a famous sociologist gave his theory on stigma highlighting how individuals often feel pressured to conform to societal norms. He defined stigma as “an attribute that is deeply discrediting” which spoils the identity of a person