The Intersection of Covering, Mental Health, and DEI

Covering is the subtle minimization or hiding of aspects of one’s identity that might be viewed unfavorably.

A person’s core identity is not entirely hidden or unknown; instead, it’s selectively downplayed or masked to avoid drawing unwanted attention or facing potential bias.

For example, young professionals might refrain from discussing their age or limited work history to avoid being perceived as inexperienced or less capable. Similarly, an employee might downplay cultural practices or code-switch to prevent being seen as different or less relatable. LGBTQ+ individuals may not mention their partners or avoid using gender-specific language to sidestep potential discomfort or discrimination. Those with disabilities might not disclose their condition, fearing that doing so could lead to lowered expectations or differential treatment.

These instances of covering, though often subtle, affect our mental health. Constantly managing or hiding parts of oneself to “fit in” can lead to stress, anxiety, and a reduced sense of belonging, negatively impacting overall well-being. Seventy-four percent of workers who report covering at their place of employment say they suffer these adverse impacts, according to research issued in November 2023 by Deloitte.

Many organizations have historically prioritized conformity to a dominant cultural standard, often resulting in environments where diversity is not fully embraced or valued—despite claims otherwise.

As business leaders, it’s essential to recognize that covering is not just a personal issue but a serious organizational challenge. When employees feel compelled to cover, they are less engaged, less productive, and more likely to burn out. This can increase turnover rates and reduce morale. Alternatively, studies have shown that creating an environment where employees feel safe and supported to bring their authentic selves to work supports agility, innovation, productivity, and other positive business outcomes.

Building An “Uncovered” Culture

Simply telling employees to “bring your authentic selves to work” is not enough. Uncovering is a complex and often difficult process, especially in environments that have not historically prioritized inclusivity.

Here are three ways business leaders can foster an uncovered culture and promote well-being and equity within their organizations.

1. Assess your culture. To address a problem, we first must understand it. Leaders should gather feedback and insights from employees regarding their experiences in the workplace and closely analyze existing norms, behaviors, and practices that may contribute to covering. Do unspoken expectations make certain groups feel excluded? Are biases impacting who is promoted or recognized?

If your organization does not understand or recognize covering, this may require education. At Brown & Brown, several hundred teammates have participated in Belonging Sessions held since 2020. These sessions provide a safe space for teammates to share ideas and recommendations related to diversity, inclusion, and belonging. The Diversity, Inclusion, and Belonging team and executive leadership take their feedback and share regular progress regarding plans to implement their ideas.

Analyzing retention rates and employee engagement scores across different demographic groups can also provide valuable insights. By diagnosing the existing culture, leaders can identify the barriers to uncovering and take steps to remove them.

2. Model uncovering. Leadership sets the tone for organizational culture. Half of workers report that their team leaders create the “psychological safety” required for them to uncover at work, while 40% believe they consciously or unconsciously expect them to cover, Deloitte found. When leaders open up about their identities and challenges, they signal to employees that it’s safe to do the same.

Employee resource groups (called “teammate resource groups,” or TRGs, at Brown & Brown) can be instrumental in fostering a culture of openness and support. These groups provide a platform for employees to connect, share experiences, and support one another in uncovering aspects of their identity. This is so important to our business that in addition to highlighting wellness and mental health with workshops and meetings within each TRG program, Brown & Brown also has a dedicated mental health TRG.

3. Become an ally. Allies within the organization, particularly in leadership roles, can play a pivotal role in supporting employees who are uncovering. This might include advocating for inclusive policies, supporting colleagues during difficult times, or simply being a listening ear. Along with TRGs built around specific identities, at Brown & Brown, we’ve found that general mental health ally groups can help create an environment where everyone feels valued and supported, regardless of their identity.

Mental Health Is a Diversity and Inclusion Issue

Historically, companies have been responsible for safeguarding employees’ physical and financial well-being. Today, it’s equally critical to support mental health, which we must address through a diversity, inclusion, and belonging lens.

A first step is to prioritize psychological safety and to dismantle the barriers that contribute to covering. There are many aspects to this mission— addressing overt (or unconscious) biases, acknowledging and shifting ingrained cultural norms that pressure individuals to conform, or even finding the courage to uncover in welcoming spaces.

Only when organizations take concrete steps to recognize and address covering can we ensure that our workplaces are truly inclusive and equitable.