Experts: a separate persona for work helps you climb the career ladder faster

The advice to “be yourself” has long been one of the main principles of modern corporate culture. However, former U.S. Secret Service agent Evy Poumpouras believes that this very idea can get in the way of effective teamwork and reduce productivity.

In an interview with the popular podcast Diary of a CEO, Poumpouras said employees should bring to work not their “authentic self,” but a professional version of themselves — respectful, competent and focused on the common goal. In her view, an excessive emphasis on self-expression leads people to place their own emotions and views above the interests of the team.

From presidential protection to corporate psychology

Poumpouras’ words drew attention not only because of their bluntness, but also thanks to her professional experience. She served in the U.S. Secret Service for more than ten years, worked as a polygraph examiner and investigator, and also took part in protecting U.S. presidents, including Bill Clinton, George W. Bush and Barack Obama. Today she speaks as an expert on security, leadership and communication.

As an example, Poumpouras recalled one of the interrogations she conducted while in service. According to her, if she had acted based on her real emotions, she would have let indignation take over. However, to obtain information and achieve results, she had to fully control her feelings and remain professional. It was this experience that shaped her conviction that effectiveness requires emotional discipline.

“Authenticity” versus teamwork

According to the former agent, the modern understanding of authenticity is increasingly reduced to a “look at me” principle, while the success of any organization depends on employees’ ability to work for a shared mission.

She argues that if everyone starts bringing their problems, beliefs and emotional reactions into the team without filtering them, it leads to chaos and blurs the common goal. As a result, the organization gets not a team of professionals, but a collection of people acting by their own rules.

Poumpouras believes that a high level of team effectiveness is achieved when employees are able to temporarily set aside personal preferences in favor of results.

But scientists are in no rush to agree

Despite the popularity of such views among some managers, research in recent years paints a more complex picture.

Scientists at the Kellogg School of Management have found that the ability to remain oneself in the workplace is often associated with higher levels of employee well-being, better relationships with colleagues and greater commitment to the company. This factor is especially important for minorities and people who may experience pressure because of their identity.

On the other hand, organizational psychology specialists acknowledge that absolute authenticity can also create problems. If a person reacts to stress with bursts of anger, conflicts or emotional emails, that behavior does reflect their real feelings, but it is hardly helpful for a career or for the team.

A new debate in the world of management

The discussion around Poumpouras’ words reflects a broader debate about what a modern employee should be like. After the pandemic, many companies began actively promoting the idea of psychological safety, openness and the right to be yourself in the workplace. At the same time, the number of experts warning that excessive focus on personal feelings can undermine discipline and reduce team effectiveness is growing.

Perhaps the truth lies somewhere in the middle. The modern labor market increasingly demands not the rejection of one’s own personality, but the ability to manage it — preserving individuality, while not letting emotions and personal views interfere with achieving common goals.

It is precisely this balance between sincerity and professionalism that is becoming one of the most discussed topics in the world of human resources today.