Belonging is something all humans crave. And often we find ourselves navigating different social situations, feeling comfortable and accepted for who we are in some and needing to hide parts of ourselves in order to “fit in” or achieve acceptance in others. In those situations where we lack a sense of psychological safety, we may change our linguistic and behavioral patterns to adapt and connect with others. This is known as code-switching, and it raises important questions about authenticity and belonging.

Covering, Code-Switching and The Imposter Syndrome Virtual Classroom is a 90-minute training that introduces participants to the concept of covering, why we do it and what can be done to foster workplaces where people can be more authentic.

It’s common practice for employees to reflect organizational norms and values to fit in and move ahead. But when employees whose backgrounds, values and perspectives differ from those of the dominant employee groups, this can be particularly challenging and stressful – and authenticity often comes at a price. If the upside of authenticity is a greater sense of overall wellbeing, then how do we manage the downside? Here are some tips to pursue authenticity at work.

When employees are concerned about being judged or discriminated against for their unique identities, they’ll often hide or mask parts of themselves in order to fit in. This behavior is exhausting and requires constant thought and energy that is dedicated to actively obscuring their thoughts, opinions, and feelings in an effort to feel accepted by their colleagues. Covering, code-switching and the imposter syndrome are all ways in which we hide or downplay who we are, what’s important to us and how we present ourselves.

This short, interactive microlearning and discussion guide takes a deeper dive into the concepts of covering, code-switching and the imposter syndrome and how they impact the way we show up at work.

Calls for authenticity at work ask for passionate people with diverse, fresh perspectives who challenge old ways of thinking. But too often workplace culture fails to support the authenticity of professionals of color and other underrepresented groups, leading instead to backlash and fewer opportunities. Writer Jodi-Ann Burey outlines steps toward exposing privilege and achieving true equity on the job — and implores those in leadership positions to accept responsibility for change.

Supporting authenticity at work requires systemic change at the organizational level. Here are some tips to support authenticity in your organization.

Authenticity has long been the subject of conversations focused on leadership and more recently on the individual contributor. Research suggests that when employees feel like they belong and can bring their true authentic selves to work there are benefits. But simply inviting people to be authentic at work creates unrealistic expectations, putting the burden on the individual to shed their protective mask despite the consequences.

When we feel comfortable bringing our authentic selves to the workplace, we’re more effective at building meaningful relationships, we’re more focused on our work, we’re more successful, we feel better, perform better and are in overall better health. In short, authenticity is better. Furthermore, inclusion happens when and only when everyone feels comfortable being who they are, and everyone is accepted for who they are.