Why 'Be Your Authentic Self' Is Actually Bad Advice
By Hope Mueller
The “Bring your authentic self to work” mantra echoes incessantly around the corporate world. Everyone from executive coaches to New York Times bestselling books is saying that ‘authenticity’ is the key to unlocking a career of fulfillment and success.
After decades of navigating the life sciences industry, I can confidently say that this advice is both unrealistic and unwise. Authenticity, in its raw form, almost always clashes with the demands of your work environment, where a big part of success comes from adapting to diverse cultures, teams and situations. Trying to show up unfiltered will derail your career, especially if your natural style doesn't align with corporate norms.
My own journey underscores this. I was raised in a world of free expression and minimal structure. The commune life was harmonious yet punctuated with chaos that comes with shared living. This upbringing wired me as a high-energy, free-spirited problem-solver.
Entering the corporate world straight out of college, I quickly realized my unbridled self was unwelcome and would prove unsuccessful if left unchecked.
Early in my career at Eli Lilly, my team took the classic career assessment "What Color Is Your Parachute?" Everyone else had two dots on their report: one dot representing their home life personality, and a second distinct dot representing their work persona. Having two separate dots showed they were deliberate and aware of their different ‘personalities’ at work versus home. I got upset because there was only one dot on my report. I thought maybe the report was wrong or I took the assessment incorrectly, because I was the only one on the team with one dot.
"Nope, that is two dots,” the facilitator informed me, pointing to the report. “They are just stacked one on top of the other.”
It looked like only one because the dots overlapped entirely — I was the same persona at work as I was at home. I was initially proud of this fact: look at me being so authentic! But, of course, it wasn’t that simple.
My DISC profile showed I was Inspirational (yellow) and Dominant (red). I was sunny and bold, like a burst of orange sunshine in a sea of blues (Steady) and greens (Conscientious). At a buttoned-up pharma giant, that energy was disruptive, especially given my youth and inexperience. I had to temper myself, or I risked being sidelined as too "wacky.”
Read The Room, And Adjust
Indeed, all the places I’ve worked have had their own vibe. When I was at Baxter Healthcare in the mid-aughts, those in power dressed the part: tailored suits, full makeup, meticulously styled hair. It was a world marked by hierarchy and subtlety. A young woman with ideas knew to whisper them first. My boss told me to speak only when spoken to.
Contrast that with my next stop, Catalent's manufacturing sites, where results and functionality trumped flair. Ponytails and practical attire were the norm; the focus was on execution, not aesthetics.
When I got to Crealta Pharmaceuticals, nobody wore makeup, while later, at Horizon Therapeutics, I went back to polished nails and hair. Jeans with blazers were typical as you advanced, signaling a creative yet approachable culture.
These weren't superficial tweaks, they were survival strategies, and the differences in appearance came with deeper differences in culture and behavioral norms. These adjustments were a reflection of how each organization's DNA demanded a recalibrated version of me. You can imagine what would have happened if I just tapped into my inner hippie at each of these organizations, as if their cultures were interchangeable.
Over time, I've taught myself this corporate fluency, evolving from commune kid to SVP of Corporate Development and Strategy at Currax Pharmaceuticals. My roles at Eli Lilly, Baxter, Catalent, Crealta, and Horizon spanned microbiology, business development, operations, and quality — with each requiring stylistic pivots. In quieter settings, I'd rein in my fire; in action-oriented ones, I'd unleash it.
But that didn’t mean I was being inauthentic. I like to think I was being strategically authentic.
Staying True To Yourself, Through A Filter
A mentor of mine used the analogy of a chiminea (an outdoor clay fireplace): the flames inside represent my innate energy, wild and warm. I can't extinguish the fire within; that's exhausting and inauthentic. But I must direct the energy, channeling my heat productively without scorching everything around me.
So how can you be true to yourself without disrespecting or disrupting the corporate culture you are a part of? Lean into your unique strengths, your innate spark, but filter it through the organization's culture.
First, take the time to assess the culture. You have the opportunity to do this while interviewing. I know it sounds trite, but it is true: Interview for fit. If an organization’s culture is a good fit for your authentic self, you will be more successful than if you are masking or muting yourself all the time. If you are fighting your own natural tendencies, you simply can’t do your best work. Second, decide if you are willing to adjust your style to fit the culture, either in an existing role or a new opportunity.
Be aware of your own tendencies and channel them to deliver your best work. Authenticity doesn’t mean broadcasting every quirk. It's about harnessing your unique gifts in service of the context.
For leaders, especially in life sciences where innovation meets regulation, rigid authenticity invites isolation and failure. Instead, adjust your communication and style to build connections and drive results. Embrace the nuance and thrive without apology.
About The Author:
Hope Mueller is the SVP of Corporate Development and Strategy at Currax Pharmaceuticals. Trained as a microbiologist, Hope also has worked at Eli Lilly, Baxter, Catalent, Crealta, and Horizon. Over the course of her career, she has led or stood up programs in Business Development, Continuous Improvement, Communications, Corporate Governance, Operations and Quality, and Regulatory.