Menu
Sign In Search Podcasts Charts People & Topics Add Podcast API Blog Pricing

Tomas Chamorro-Premuzic

👤 Speaker
510 total appearances

Appearances Over Time

Podcast Appearances

McKinsey Talks Talent
The problem with ‘bringing your whole self to work’

Just be you, be a real you, bring your whole self and always be true to your values.

McKinsey Talks Talent
The problem with ‘bringing your whole self to work’

So actually, the beginning of authenticity is quite well-intended and well-meaning.

McKinsey Talks Talent
The problem with ‘bringing your whole self to work’

In the 1990s, William Kahn introduces the concept of employee engagement, which now everybody knows.

McKinsey Talks Talent
The problem with ‘bringing your whole self to work’

And he defined it as the psychological degree to which you identify with your work persona.

McKinsey Talks Talent
The problem with ‘bringing your whole self to work’

So imagine.

McKinsey Talks Talent
The problem with ‘bringing your whole self to work’

If you think you or your professional self is an integral part of your identity, you will work hard, you will be engaged, you will love your job.

McKinsey Talks Talent
The problem with ‘bringing your whole self to work’

And, you know, your manager won't need to be breathing behind your neck and telling you, hey, hey, hey, be productive.

McKinsey Talks Talent
The problem with ‘bringing your whole self to work’

Then we create better workplaces.

McKinsey Talks Talent
The problem with ‘bringing your whole self to work’

Then we are able to offer people a career that has meaning.

McKinsey Talks Talent
The problem with ‘bringing your whole self to work’

And then the extreme, maybe an extreme distorted version of that is like, oh, you know, just be you.

McKinsey Talks Talent
The problem with ‘bringing your whole self to work’

And, you know, your need for self-expression kind of,

McKinsey Talks Talent
The problem with ‘bringing your whole self to work’

can override your obligation to others.

McKinsey Talks Talent
The problem with ‘bringing your whole self to work’

And if you don't find that you identify almost in a cult-like level with your job, you should quit because there's something wrong with what you're doing.

McKinsey Talks Talent
The problem with ‘bringing your whole self to work’

And you can see how it starts in a good place, but then like all ideas, when you lose nuance and they become too radical, they become diluted and very incoherent or nonsensical.

McKinsey Talks Talent
The problem with ‘bringing your whole self to work’

The idea is that, hey, if you're part of an outgroup, a minority, or a diverse kind of employee, manager, or leader, we shouldn't put pressure on you to conform and become like the normative group or the in-group, right?

McKinsey Talks Talent
The problem with ‘bringing your whole self to work’

And so it was a very...

McKinsey Talks Talent
The problem with ‘bringing your whole self to work’

I think, naive but good attempt to improve inclusion because diversity without inclusion doesn't work.

McKinsey Talks Talent
The problem with ‘bringing your whole self to work’

If you bring people who are unrepresentative of the norm, it's not enough bringing them, you actually have to help them succeed or remove any barriers.

McKinsey Talks Talent
The problem with ‘bringing your whole self to work’

So, you know, clearly, if you resemble the status quo, you will be much better able to kind of bring your whole self, even at the job interview.

McKinsey Talks Talent
The problem with ‘bringing your whole self to work’

And let's not forget that, you know, if you really want to look at this invitation kind of explicitly, it's like, should I bring my whole self to work if I'm a grumpy me, opinionated me, entitled me, narrow-minded me?