'Bring Your Whole Self to Work' Can Backfire, Says Columbia Psychologist

Telling employees to “bring their whole selves to work” may sound empowering, but it can be misguided advice, according to Tomas Chamorro-Premuzic, a professor of business psychology at Columbia University. While the phrase is often used to promote authenticity and inclusivity in the workplace, Chamorro-Premuzic says taking it literally can lead to negative professional and social consequences.

Chamorro-Premuzic told CNBC Make It that although the intention behind the phrase is “truly positive, even if naive,” employees should be cautious about how they interpret it. “It’s an attempt to tell particularly individuals that are part of the outgroup that they should not feel any pressure to conform to the norm,” he said, describing it as “an invitation to feel free to express themselves.” While he acknowledges that people are generally “more engaged and satisfied when they feel that they can bring more dimensions of themselves” to work, he emphasizes that doing so without limits can be problematic.

In his recent book, "Don’t Be Yourself: Why Authenticity Is Overrated (and What to Do Instead)," Chamorro-Premuzic writes that the workplace values professional demeanor over personal idiosyncrasies, warning that employees who take the slogan too seriously may find themselves in awkward social situations. Despite many organizations’ promotion of authenticity, he argues that “parts of your self are best left at home.”

Colleagues working together | Source: Pexels

According to Chamorro-Premuzic, the problem lies in the gap between what companies say and what they actually reward. “Authenticity may be celebrated in theory, but in practice, it tends to succumb to the age-old requirement to ‘fit in,’” he writes. The call to “bring your whole self to work,” he adds, is often “constrained to those attitudes, beliefs and preferences that happen to match existing cultural norms.”

Those whose values and behaviors align with their company’s culture may benefit from being open, but those who express “authentic” views that differ from group norms could risk harming their professional relationships or reputations. Chamorro-Premuzic notes that conformity remains a key factor in workplace success.

Young professionals, he says, are especially vulnerable to misinterpreting “be yourself” messages. In situations like job interviews—where candidates should be consciously presenting their best qualities—following advice to bring their whole selves “will put them at a significant disadvantage.” “You’re never going to get a job if you do that,” he said.

Colleagues working together | Source: Pexels

Chamorro-Premuzic also warns that complete authenticity “rarely ends well.” He points out that everyone’s “whole self” includes emotions and impulses that may not be suitable for professional environments. “For most people, the authentic self is the one that doesn’t want to get out of bed on a Monday morning to go to work,” he writes. Behaviors such as snapping at coworkers, taking naps at one’s desk, or engaging in other unprofessional actions may be authentic but are not acceptable at work.

Furthermore, he argues that workplaces emphasizing authenticity over accountability risk enabling inappropriate conduct, especially from leaders. When people in power prioritize “being themselves” above maintaining standards, “they may become entitled,” Chamorro-Premuzic says. “They say, ‘Well, I don’t need to be accountable for anything I do. I can do whatever I want.’”

While many leaders continue to act in a humble and considered way, Chamorro-Premuzic attributes this not to their authenticity but to their self-awareness and respect for others. Encouraging civility and responsibility, he concludes, is more beneficial than urging people to express their unfiltered selves. “If we spend less time exhorting people to be authentic, and more time encouraging respectful behavior, the world will be a better place,” he says.