65% of Black professionals feel the need to hide their true selves and "cover" in order to succeed at work.

A new report from Deloitte's DEI Institute and the Meltzer Center for Diversity, Inclusion, and Belonging at NYU School of Law reveals that 60% of all employees mask their identities in the workplace, and this percentage is even higher for Black workers. The report, titled Uncovering Culture, also found that 65% of Black respondents reported covering or code-switching to avoid negative stereotypes and be seen as valuable.

Dr. D’Arcee Neal, a Black, gay, disabled professor of English, knows firsthand how difficult it can be to navigate a high-powered job while covering your identity. “Blackness and disability had gotten me the job initially as a ‘super diversity hire,’ which I overheard when they thought no one was listening,” Neal said in The Disability & Philanthropy Forum. “But it had also cornered me into an impossible position of silence and discomfort that demanded I do everything possible to keep my supervisors happy, at least initially.”

The report outlines four categories of covering behaviors. Appearance-based covers those cases where Black professionals feel the need to change their behavior or appearance to blend in. Affiliation-based covers code-switching to minimize an accent or negate stereotypes. Advocacy-based covers the fear of defending or promoting the interests of one's group. Association-based covers distancing oneself from colleagues of the same racial or ethnic background.

Unfortunately, the report found that workers who cover at work experience a negative impact on their well-being, commitment to their organization, and job performance. Researcher and author George Paasewe explains that code-switching is a tool anyone can use to break the communication barrier, but the need to cover can be burdensome, especially for people of color.

To address these concerns, Deloitte's DEI Institute recommends three practical solutions that leaders can implement immediately, such as diagnosing organizational covering demands, sharing stories, and participating in active allyship. These measures can help create an uncovering culture where employees feel safe to bring their authentic selves to work.

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