Masks, Code-Switching and Psychological Safety: The Hidden Cost of Authenticity at Work

The call for “bringing your whole self to work” sounds positive, even liberating.

It’s often positioned as a cornerstone of psychological safety, creating environments where people feel able to speak up, share ideas, and raise concerns without fear.

And in principle, that’s right.

But in practice, the reality is more complex.

For many people, authenticity at work isn’t a simple choice. It’s a calculation.

A calculation shaped by past experiences, power dynamics, and the perceived risk of being fully seen.

Authenticity isn’t a switch, it’s a calculation

Throughout the working day, people are constantly making small, often unconscious decisions about how they show up:

• Do I mention my weekend?

• Do I correct that mispronunciation of my name?

• Do I say I disagree, or stay quiet?

• Do I admit I’m struggling?

For individuals from marginalised groups, these decisions are rarely neutral. They are shaped by one key factor: safety.

For values-led organisations, this creates a tension. Leaders encourage openness and vulnerability, but for some employees, carefully managing how they present themselves isn’t inauthentic, it’s protective.

Understanding code-switching, masking and non-disclosure

There are several common “safety strategies” that people use at work:

• Code-switching Adjusting language, tone or behaviour to align with dominant workplace norms. While many people do this occasionally, for some it is constant and energy-intensive.

• Masking Often discussed in the context of neurodivergence, masking involves suppressing natural behaviours to appear more “typical” or acceptable. This might include controlling communication style, body language, or sensory needs.

• Non-disclosure Choosing not to share aspects of identity, such as disability, sexuality, gender identity, or personal circumstances. This can be driven by concerns about bias, assumptions, or being treated differently.

These are not signs of disengagement or dishonesty. They are adaptive responses to environments where authenticity may carry risk.

The hidden cost of “performing safety”

This is where many organisational conversations about authenticity fall short.

They focus on encouraging individuals to open up, rather than addressing why they might not feel safe to do so.

The impact is significant:

• Increased cognitive load and emotional labour

• Higher levels of stress, anxiety and burnout

• Reduced engagement and sense of belonging

• Greater risk of attrition

When people are spending energy managing how they are perceived, that’s energy not spent on their work, creativity, or collaboration.

And importantly, organisations may be making decisions about performance, engagement and culture based on incomplete information.

Psychological safety is the foundation, not the outcome

True psychological safety is not created by encouraging vulnerability. It is created by reducing the risk of vulnerability.

That means:

• Leaders modelling openness without negative consequences

• Creating space for disagreement without it being seen as disloyalty

• Challenging bias in recruitment, progression and recognition

• Building trust through consistent, everyday behaviours

It also means recognising that some individuals may never fully “drop the mask” at work, and that this can be a rational and valid choice.

The goal is not to demand authenticity. It is to create conditions where it feels safe enough to be possible.

What can organisations do in practice?

If organisations are serious about inclusion and psychological safety, there are some practical steps to take:

1. Scrutinise what you reward If “culture fit” favours sameness, it will disadvantage those who don’t reflect dominant norms. Review who is progressing, being recognised, and seen as “professional”.

2. Build inclusive leadership capability Support leaders and managers to understand difference, challenge bias, and lead inclusively in a consistent, intentional way.

3. Listen beyond the surface Exit interviews, informal feedback, and patterns in turnover often reveal more about culture than engagement surveys alone.

4. Act without waiting to be told Not all employees will feel able to raise concerns. Proactively identify and address barriers, rather than relying solely on feedback.

5. Avoid turning authenticity into a performance metric Authenticity cannot be mandated. Focus instead on creating an environment where people feel able to contribute fully, in a way that works for them.

Final thoughts: shifting the focus

The question isn’t: why aren’t people being more authentic?

It’s: what is it about our environment that makes authenticity feel risky?

For values-led organisations, this is a critical shift.

Because building inclusive, high-performing cultures isn’t about encouraging people to be more open.

It’s about creating workplaces where they don’t have to protect themselves in the first place.

At Atkinson HR, we support organisations to build psychologically safe, inclusive cultures that are fit for the future. If you’re reflecting on these challenges in your own organisation, we’d be glad to support that conversation.

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