Stop Hiding underCover: Speak Up to Thrive

Are you finding yourself holding back a part of who you are at work or in social settings, for fear of revealing that you are Woke? Maybe you’ve downplayed your accent, avoided discussing your cultural traditions, or hesitated to share aspects of your personal life that make you different from the majority. Even if you are a member of the majority and in the past, you have been comfortable being an ally, are you now going silent? If so, you are experiencing covering. The term "covering" was popularized by Kenji Yoshino , a legal scholar and professor at NYU School of Law, in his 2006 book Covering: The Hidden Assault on Our Civil Rights.

As a young child, my grandmother constantly said to me, “Lenora, get that education. They can’t take that away from you.” At the time, I did not know who “they” were, but I knew I had to work hard and get good grades to go as far as possible with my education. When I attended college in the late 60’s and early 70’s I had a massive afro. Before interviewing for my first job however, I decided to straighten my hair. I “covered” because I wanted to avoid the biases some majority-group coworkers had about what an afro meant during and after the Civil Rights Movement. It was not until 1991, that I decided to re-birth my natural hair. Hair for many Black people is more than just a hair style, but for others it is just hair.

At first glance, covering seems like a practical strategy. After all, who doesn’t want to be accepted, especially in professional spaces where being seen as a “team player” can make or break opportunities? But over time, covering comes at a cost—not just for individuals, but for teams and organizations. When we hide aspects of ourselves, we expend energy managing perceptions instead of bringing our full talents to the table. And when entire groups of people feel pressured to cover, we lose out on the diversity of perspectives, creativity, and innovation that comes from authentic expression.

In a social context, "covering" refers to the ways in which individuals downplay or conceal aspects of their identity—such as race, gender, sexual orientation, disability, or religion—to fit into dominant cultural norms and avoid discrimination, bias, or social isolation. People engage in covering to reduce the risk of being marginalized in professional, social, or political spaces.

Yoshino describes covering as a more subtle form of pressure than outright discrimination. He explains that even when individuals have legal protections against overt bias, they may still feel compelled to "tone down" aspects of their identity to be accepted.

Many of us engage in covering because we believe it will protect us from bias, exclusion, or professional setbacks. Research supports this fear: studies show that individuals who openly express marginalized identities often face subtle (and in today’s hostile environment not-so-subtle) penalties in hiring, promotions, and workplace relationships.

Yet, covering is exhausting. It requires constant self-monitoring, saps our confidence, and can lead to feelings of disconnection—not just from others, but from ourselves. When we can’t bring our full selves, our performance, engagement and health suffer.

Organizations that unintentionally encourage covering lose out on the very diversity they claim to value. Innovation thrives in spaces where people feel safe sharing ideas without filtering themselves. When individuals feel seen and respected for who they are, they contribute more fully, collaborate more effectively, and stay longer in their roles.

Leaders play a critical role in creating environments where covering isn’t necessary. That means fostering cultures of psychological safety—where differences are not just tolerated but valued. It also means leading by example. When leaders share their own personal experiences, acknowledge biases, and create spaces for real conversations, they set the tone for authenticity across the organization.

How We Can Stop Covering and Support Others

If we want to move beyond covering, we must create spaces where authenticity is the norm. Here’s how we can start:

1. Acknowledge Covering in Ourselves – Reflect on moments when we’ve hidden aspects of our identity. What prompted it? How did it affect our well-being and performance? Awareness is the first step toward change.

2. Foster Inclusive Conversations – Encourage diverse perspectives. Normalize conversations about identity, belonging, and inclusion without forcing anyone to disclose personal information.

3. Lead by Example – If we’re in leadership positions, we can model authenticity by being open about our backgrounds, struggles, and perspectives. When we show up fully, it signals to others that they can, too.

4. Support Colleagues Who Cover – Notice when someone is holding back or distancing themselves. Subtle encouragement—whether through one-on-one support, mentorship, or policy changes—can make a big difference.

Covering may have once felt like a survival strategy, but it’s time for us to shift the culture. When we create workplaces and communities where people can show up as they truly are, we unlock the potential of our teams, build deeper trust, and make space for the kind of innovation that only happens when authenticity leads the way.

What’s one small way we can encourage authenticity within our circle of influence this week? Let’s start there.

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