It’s Okay to Be Fake

In today’s workplace culture, “authenticity” has become a prevalent buzzword. Employees frequently encounter calls to “bring their whole selves to work” or to “just be real,” with leaders promoting these ideals as fundamental to fostering trust and openness. However, there is also value in a certain degree of “fakeness” at work to ensure everyone feels safe, respected, and empowered to contribute without grappling with personal discomfort or power imbalances.

When Authenticity Becomes a Challenge

At one company where I worked, the CEO often used profanity and made jokes about political figures, while a VP mirrored this behavior by sharing her political and social views. Some employees appreciated this level of candidness, interpreting it as a sign of trustworthiness. One colleague remarked, “I trust someone who swears because they’re being real.”

Religion was frequently brought up in speeches and conversations at another privately owned company. Companies justify the emphasis on personal fit by highlighting its significant impact on employee engagement, satisfaction, and retention. They argue that when employees align with the organization's values and culture, they are more likely to feel a sense of belonging, which enhances their motivation and productivity.

This approach may work well for employees who align with leadership’s personal views. However, for some employees, particularly those from diverse backgrounds or who may already feel marginalized, such behavior can foster an environment where, at best, they feel unable to voice their discomfort without fear of repercussions, and at worst, they feel they are dealing with attempts to identify unlike individuals for future action, such as a layoff. When authenticity is rooted in the dominant culture, it can diminish inclusivity and productivity in the workplace.

Professionalism as a Path to Inclusion

The problem with unfiltered authenticity is that it often benefits those in positions of power. When an organization’s culture reflects the personal preferences of its leaders, individuals who differ from the norm, whether due to cultural backgrounds, personality traits, or personal beliefs, may feel marginalized.

Consider how every manager seems to be the funniest person in the room, eliciting laughter from everyone present. This isn’t necessarily because they possess innate comedic talent; instead, it’s often due to employees' reluctance to be the only ones not laughing for fear of negative consequences.

For instance, imagine a work team where everyone is enthusiastic about discussing sports, but one member isn’t interested. If that individual attempts to share their perspective, they might be perceived as not fitting in, impacting their comfort level and career advancement. In such scenarios, adhering to a more professional approach and focusing discussions on work-related topics can help level the playing field. While most people may not have strong feelings about sports teams, topics like politics, diet, or religion often evoke passionate opinions that lead to division.

The Value of Being Fake

By embracing a degree of “fakeness” at work, we consciously set aside personal quirks or opinions that might unintentionally alienate or discomfort others. This isn’t about being dishonest; it’s about creating a shared environment where everyone feels equally valued and respected. Such professional restraint allows teams to unite around common goals. It fosters an atmosphere of inclusion, especially for minority groups who may not feel comfortable with the dominant group’s interpretation of “authenticity.”

This challenge is particularly pronounced for individuals who frequently transition between upper management roles; they may not have faced accountability for years. A VP might dismiss complaints by saying, “I’ve made that joke many times without anyone saying anything,” implying that the issue lies with the offended employee rather than their behavior. This situation is exacerbated when HR consistently supports management.

Of course, the objective is not to suppress individuality but to foster a workplace where everyone feels valued, respected, and safe to contribute. Organizations should aim to create environments that celebrate diverse expressions while prioritizing shared goals and professional behavior. Additionally, those in positions of power must recognize their words’ impact on others.

This balance protects individual well-being and enhances overall organizational effectiveness by ensuring that all voices are heard and valued.