Masking at work: The hidden performance cost of fitting in
Apr 06, 2026
Many workplaces value professionalism, consistency and 'fitting in.'
But for some people, meeting these expectations requires significant effort behind the scenes.
They may be closely monitoring how they communicate, how they behave in meetings, or how they present themselves to others.
This is often referred to as masking, and while it can help someone handle the workplace, it can also come at a cost.
What is masking?
Masking refers to the process of consciously or unconsciously adapting behaviour to meet expected social or workplace norms.
This might include:
- Adjusting communication style
- Forcing eye contact or social interaction
- Suppressing natural responses or behaviours
- Rehearsing conversations in advance
- Closely observing others to mirror behaviour
Masking is often developed as a way to avoid misunderstanding, judgement or exclusion.
In many workplaces, it becomes a way of managing risk.
How masking shows up at work
Masking is not always visible.
From the outside, someone may appear:
- Engaged and communicative
- Confident in meetings
- Socially comfortable
- Consistently "professional"
But internally, this can involve:
- Constant self-monitoring
- Managing how to respond in real time
- Interpreting unspoken expectations
- Suppressing uncertainty or discomfort
Over time, this can require sustained mental effort and can lead to exhaustion, burnout and/or mental health difficulties.
Why people mask
Masking often develops in response to workplace expectations.
These expectations are not always explicit, but they are strongly reinforced.
For example:
- "Good communication" may be defined in a narrow way
- Certain behaviours may be seen as more credible or competent
- Social norms may be prioritised over clarity
As a result, individuals may adapt their behaviour to align with what is expected, particularly if previous differences have been misunderstood.
The impact of masking over time
Masking can be effective in the short term.
It may help someone:
- Handle meetings
- Build relationships
- Meet expectations
However, over time, the impact can include:
- Increased cognitive load
- Reduced energy and focus
- Difficulty sustaining performance
- Disconnection from how someone naturally works
- Increased risk of burnout
This impact is often invisible, which means it can go unrecognised.
What creates the need to mask
Masking is not simply an individual choice. It is often shaped by the environment.
Common workplace factors include:
- Unwritten rules about behaviour or communication
- Expectations around eye contact, tone or participation
- Pressure to respond quickly in meetings
- Limited tolerance for different communication styles
- Lack of clarity around what is actually required
- Expectations around "professionalism"
When expectations are implicit, people are more likely to adapt themselves rather than question the system. Building a neuroinclusive workplace means making those expectations visible.
Reducing the need for masking
The goal is not to eliminate all adaptation. Some level of adjustment is part of any workplace.
The aim is to reduce unnecessary pressure to conform in ways that affect performance or wellbeing.
Practical steps include:
1. Make expectations explicit
Instead of relying on social cues:
- Be clear about what is required
- Define what good performance looks like (this is particularly important when giving feedback)
- Separate outcomes from style
2. Broaden definitions of communication
Recognise that effective communication can look different.
This might include:
- Allowing written contributions
- Giving time to process before responding
- Not equating confidence with competence
3. Reduce pressure in meetings
Meetings are a common place where masking occurs.
Consider:
- Sharing agendas in advance
- Allowing time to think before responding
- Offering alternative ways to contribute
4. Focus on outcomes, not presentation
Avoid assessing performance based on:
- How someone speaks
- How quickly they respond
- How socially confident they appear
Instead, focus on:
- Quality of work
- Clarity of thinking
- Contribution to outcomes
5. Create psychological safety
People are less likely to mask when they feel safe to:
- Ask for clarification
- Work in different ways
- Communicate honestly
This is shaped by leadership behaviour and team culture.
The link to performance
Masking is often misunderstood as a neutral or even positive behaviour.
In reality, it can:
- Reduce available cognitive capacity
- Increase fatigue
- Make performance less consistent over time
When people are not using energy to manage perception, they have more capacity to focus on their work.
Common misconceptions
"Everyone has to adapt at work."
Some adaptation is expected, but sustained masking is not the same as normal adjustment.
"If someone seems fine, they are fine."
Masking often hides difficulty rather than resolving it.
"This is about personality."
Masking is often a response to environment, not preference.
Frequently asked questions
Is masking only relevant to neurodivergent people?
It is commonly discussed in relation to neurodivergence, but many people adjust their behaviour at work. The difference is the level of effort required.
Is masking always harmful?
Not necessarily. It can be useful in certain situations, but sustained masking over time can have negative effects.
How can managers tell if someone is masking?
It is not always visible. The focus should be on creating environments where masking is less necessary, rather than identifying individuals.
Final thought
Masking often develops as a response to workplace expectations.
Rather than asking individuals to adapt more effectively, organisations can reduce the need for masking by creating clearer, more flexible and more inclusive ways of working.
What next?
If your organisation wants to better understand how workplace expectations and culture impact performance, we support leadership teams, HR functions and all colleagues to design environments where people can contribute effectively, without unnecessary barriers.
