In September, I wrote for Forbes.com about a growing trend called quiet covering—when employees feel compelled to hide aspects of who they are for fear of being judged, excluded, or limited in their careers. The piece resonated widely. But since then, new research indicates that the trend has not only continued—it has evolved into something more pervasive: performative professionalism.
The Double Bind Behind the Trend
Modern workplace culture encourages authenticity. We’re told to “bring our whole selves to work” and to stand out to get ahead. Yet, at the same time, employees who stand out for being different often face subtle penalties—from stalled promotions to exclusion from key opportunities.
Research shows:
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97% of employees hide aspects of themselves at least occasionally
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67% report covering frequently
Why? To appear more “professional” (55%), avoid discrimination (46%), increase their chances of a raise or promotion (46%), or improve performance evaluations (43%).
This shows up in many ways: employees downplaying their age, masking disabilities or mental health challenges, avoiding discussing their identities, or suppressing viewpoints out of fear of being judged or dismissed.
From Hiding to Performing
What’s emerging now is not just hiding, but strategically performing. Workers are curating personalities they believe will be rewarded—crafting highly polished professional personas rather than showing up as themselves. This is performative professionalism: projecting the right image rather than the real one.
A new study from Aurora University illustrates the emotional toll:
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52% conceal parts of their identity to seem more professional
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49% avoid promoting themselves to escape being judged
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38% say maintaining a personal brand contributes to burnout
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40% have taken a break from professional visibility due to pressure
Younger workers in particular feel caught in a contradiction: 55% of Gen Z say they’re encouraged to cultivate a strong professional identity while being pressured to suppress personal realities that don’t fit traditional corporate norms.
Why It Matters
The cost to organizations is significant. When employees feel they must hide, edit, or “perform” who they are to be accepted, psychological safety erodes. Creativity, problem-solving, and innovation decline. Engagement and retention suffer.
As Tia Katz, founder of Hu-X, explains:
“When authenticity becomes a liability, companies lose talent—creatively and emotionally. Workers spend their energy managing impressions instead of contributing fully.”
The same is true for mental health. Despite growing awareness, stigma persists. Rachel Shaw, ADA compliance expert and author of The Disabled Workforce, points out that many workers avoid seeking mental health support or accommodations because they fear being labeled as unreliable. Yet most accommodations cost very little—typically around $300—and are far less expensive than turnover or burnout.
Moving Beyond Performance
Eliminating the pressure to perform a “perfect” professional identity requires real cultural change. When leaders treat psychological and identity-based differences with the same legitimacy as any other human needs, workplaces become safer, trust grows—and performance naturally follows.
When employees no longer feel they must perform, they can participate.
When they can participate, they can thrive.
And when they thrive, organizations do too.
The future of work depends not on perfect professionalism—but on real humanity.