3 Reasons To Ditch Authenticity If You Want To Stand Out At Work
New research suggests that authenticity doesn't pave the way to professional success, but something ... More else does. Learn what that is.
Back in the day, experts encouraged employees to 'be your true self' if you want to shine in the workplace and climb the career ladder. But not anymore. In fact, new research reveals that this idea is more of a myth than reality and that sometimes employees realize they must adapt to workforce norms, shuffling their genuine self-expression to the back burner. Today's workforce must ditch authenticity in favor of professionalism, conflict avoidance and career advancement.
Speaking your mind and showing your true personality is often championed as the key to professional success. But new data from Hogan Assessments suggests that authenticity in the workplace is more of a myth than a reality, and in many cases, striving for authenticity can backfire. Instead, Hogan Assessments experts believe thriving in the workplace is a balance of authenticity with strategic self-presentation.
They contend that true authenticity means acting in complete alignment with your beliefs, feelings and personality. Yet, they propose that the reality is that from early childhood, you receive feedback that shapes your behavior to fit social expectations—at home, in school and later in the world of work.
As a result, you adjust your actions based on supervisors, peers and professional norms, often prioritizing likability and adaptability over raw self-expression. Hogan Assessments research shows that when individuals report feeling 'authentic' at work, they typically behave in a socially desirable manner rather than genuinely expressing their unfiltered selves.
I spoke with Rhyne Sherman, chief science officer at Hogan Assessments, who told me that being your authentic self at work is a recipe for career failure. 'Being your authentic self means focusing on your own thoughts and desires without regard for others,' Sherman asserts. "On the other hand, being your best self means thinking about how your actions impact others and the kind of reputation your actions cultivate. Instead of focusing on being their authentic selves, leaders should focus on being their best selves.'
Sometimes you can stand out in the workplace for the wrong reasons. For example, recruiters have given Gen Z a bad rap for speaking out openly about their values and being hard to manage. Along those lines, Sherman argues that following the adage of 'Just be yourself" can be risky, whether in job interviews or leadership roles and may come across as unprofessional or overbearing. He points out that at face value, an authentic workplace sounds appealing—an environment where people are honest and open.
He believes, however, that this perspective ignores the realities of professional relationships. 'Not all thoughts and feelings are beneficial when shared; being brutally honest can create unnecessary tension,' he notes. 'While people say they want authentic leaders, they genuinely seek integrity. For example, a leader who is transparent about being dishonest is ineffective.'
Sherman stresses the importance of navigating authenticity with intention and strategy. Instead of aiming for authenticity, professionals should focus on presenting their best selves, balancing honesty with professionalism, fostering strong workplace relationships and aligning behavior with career goals. 'Personality assessments and behavioral insights can help individuals understand how their actions shape their professional reputation, providing a strategic approach to navigating workplace dynamics,' he explains, offering three reasons authenticity doesn't always work.
1. Professionalism. 'It is often essential to maintain a level of professionalism in the workplace. Being too casual or openly sharing personal beliefs may not fit the workplace culture and can influence how colleagues and supervisors view you.'
2. Avoiding Conflict. "In a corporate environment, being your authentic self can sometimes lead to disagreements, particularly on sensitive issues. Many individuals keep their personal opinions private to promote harmony and prevent uncomfortable interactions. Striking a balance between self-expression and professionalism is key to navigating career growth. Professionals who thoughtfully evaluate how their authentic selves align with organizational goals can position themselves for success while remaining true to their values.'
3. Career Advancement. "Adhering to workplace expectations and norms can facilitate career growth. Management and coworkers may also appreciate a more conventional or polished image. Leaders who become too comfortable in their roles risk lowering professional standards, which can undermine the respect and engagement of their team members—and even impact relationships with external stakeholders.'
I also spoke with Robert E. Siegel, lecturer at Stanford Graduate Business School and author of The Systems Leader: Mastering the Cross Pressures that Make or Break Today's Companies. Siegel has an entirely different perspective on standing out at work. He advocates making yourself indispensable, suggesting five strategies to do that:
1. Adopt a learning mindset. 'Treat your career as a continuous learning journey. Stay ahead by developing new skills before they become essential, ensuring you remain valuable in a rapidly evolving workplace.'
2. Develop cross-functional expertise. 'Traditionally, executives rose to senior management through expertise in a single function—such as operations, sales, engineering, or finance. They relied on experts in other areas to fill in the gaps. But today, business functions are more interdependent than ever.'
3. Take advantage of internal mobility. "Don't just look outside for growth—explore opportunities within your company. Organizations that encourage internal movement reward employees who are willing to adapt and take on new challenges.
4. Understand how systems interact. 'The most successful professionals don't just excel in one area—they comprehend how different parts of a business or industry connect and influence each other.'
5. Prioritize adaptability over domain specific skills. 'Some professionals dismiss disruptive trends as temporary fads. But ignoring shifts—whether AI, clean energy or changing workforce expectations—can be a costly mistake.'
Siegel and Sherman's ideas intersect around the theme of adaptability. Sherman advises that employees ditch authenticity and adhere to workplace norms. Siegel cautions miscalculating that younger workers will automatically adopt the habits of their elders, as evidenced by how Gen Z demand flexibility, refusing to fit into what they consider an old, outdated work mold. Both Siegel and Sherman agree that adaptability is the key to long-term career success.
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