Part One: Uncovering Ourselves: How Empathy Helps Us Break Free from Covering
Have you ever covered an aspect of your identity at work? You’re not alone. A recent study found that almost all of us do some version of covering in the workplace.
What would it take for you to feel safe enough to uncover it? How much of ourselves do we hide in the workplace? How often do we downplay aspects of our identity to fit in, be taken seriously, or avoid discomfort? In this two-part series, we'll explore the concept of covering and how empathy can help create more inclusive workplaces.
The Hidden Brain podcast episode featuring Kenji Yoshino, a legal scholar at NYU, explores the concept of covering—the subtle ways people suppress parts of their identity to conform to societal expectations. This phenomenon isn't just about race, gender, or sexual orientation; it affects everyone. Whether it's a working-class leader masking their background, a new mother avoiding mentions of her children at work, or a disabled person managing how their condition is perceived, covering diminishes authenticity and connection.
At Cognitive Humanity, we believe that empathy is a powerful antidote to covering. When organizations cultivate empathy, they create spaces where people feel seen, valued, and free to be themselves. However, as we'll explore, empathy alone isn't enough—it must be coupled with concrete action and systemic change.
The Science of Covering and Its Psychological Toll
Kenji Yoshino's research builds on sociologist Erving Goffman's work on stigma and identity management. Goffman identified three ways people respond to stigma:
Passing – Completely hiding an aspect of oneself (e.g., Franklin Roosevelt's efforts to conceal his disability).
Converting – Actively changing oneself to fit in (e.g., Margaret Thatcher lowering her voice to sound more authoritative).
Covering – A subtler form of identity suppression, where a person downplays aspects of their identity to make others comfortable.
Covering is especially pervasive in professional settings. Yoshino's research, conducted with Deloitte, found that 61% of employees report covering at work. Among them, 50% say it negatively impacts their sense of belonging and commitment.
The psychological toll of covering is significant:
Cognitive Dissonance – A state of mental discomfort when a person's internal identity is at odds with their external behavior.
Emotional Exhaustion – Suppressing parts of oneself requires energy, leading to stress and burnout.
Reduced Engagement – When employees feel they must edit their identity, they disengage from their work and peers.
Real-World Examples of Covering
Covering can manifest in various ways across different industries and roles:
A software engineer who loves knitting might avoid mentioning it for fear of being perceived as less serious or technical.
A sales executive with dyslexia might over-prepare for presentations to mask their challenges with reading and writing.
An older worker might dye their hair and avoid mentioning their years of experience, fearing age discrimination.
A first-generation college graduate in a leadership role might downplay their background to fit in with colleagues from more privileged backgrounds.
These examples illustrate how covering can affect anyone, regardless of their position or industry.
“Have you ever covered an aspect of your identity at work? What would it take for you to feel safe enough to uncover it?”
The Impact on Organizations
Covering behaviors can decrease productivity by up to 30%. When employees feel they must edit their identity, they disengage from their work and peers, leading to:
Lower engagement
Reduced innovation
Decreased sense of belonging
Lower productivity
In Part two of this series, we'll explore how empathy can be a powerful tool in creating workplaces where covering becomes unnecessary, and how organizations can foster a culture of authenticity and inclusion.
