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The workplace presents a distinctive set of disclosure dilemmas, beginning with the strange fan dance of interviewing. We are trying to put our best foot forward; to convince our potential employer were a perfect fit and consummate professional, yet were asked, What are your weaknesses? and What are the biggest mistakes youve made? Even the seemingly laidback So, tell me about yourself can feel like a trap. Where should we start? There has been a lot of buzz in recent years about the benefits of bringing your whole self to work. Theres some evidence for those benefits. Letting others see more of you than you might ordinarily show them forges bonds, including in the workplace. We saw this in the early pandemic, when hardened leaders suddenly turned into endearing softies the moment their toddlers mischievously ran into their home offices. But for compartmentalizers who prefer to keep work and personal life separate, the bring your whole self to work movement can be something of a nightmare. For others, like me, its freeing. But this new terrain is filled with land mines, and it can be hard to know when youre going to step on one. The question of how much of our authentic selves to share at work is a pivotal one. Its also a difficult one to answer. We want to share enough to feel understood and connected to others, but not so much that we alienate people or cause them to question our competence or our seriousness. Making matters even more complicated, each workplace has its own culture and its own norms about the degree of self-disclosure thats deemed appropriate. That doesnt mean theyre clearly articulated, usually far from it. We must discover them. And by no means should everyone decide to simply conform to those norms; bucking them might be good not only for ones own happiness and engagement at work, but for the whole team and for society at large. So how do we find the right balance? What are the trade-offs between being a little more open at work and keeping strict professional boundaries intact? How much backstage access can we give to our colleagues and our bosses without risking our workplace image? Backstage versus Front Stage: transparency versus vulnerability According to my colleague Monique Burns Thompson, who works closely with members of Gen Z, Todays generation craves a level of openness that is different from when I was a young professional. New York University organizational scientist Julianna Pillemers research suggests that revealing aspects of our backstage selves at work, when done thoughtfully, can help us build rapport and stand out in a good way. In workplace contexts, she recommends what Id call discerning authenticitya balancing act that involves giving colleagues some, but not total, access to our inner lives. When done well, Pillemer argues, it helps build trust and sparks more meaningful conversations. Over time, this kind of thoughtful openness can deepen workplace relationships, enhance collaboration, and even improve performance. What does it mean to be discerningly authenticto be open in a thoughtful way? Pillemer specifies two types of backstage access. The first, which she calls transparency, involves conveying openness by giving people a window into your thoughts, beliefs, or preferences. For example, you might say, Ive always been more drawn to the creative side of things, even though Im technically in a data-heavy role. This kind of sharing can carry some riskespecially if your perspective is unpopular or unexpectedbut it generally offers only a glimpse beneath the surface. The second level of access, which Pillemer calls vulnerability, goes deeper and carries more risk. It involves sharing potentially sensitive inner states such as intimate emotions, especially negative oneslike admitting that you feel insecure about public speaking or disclosing a disability that might lead others to underestimate you. For instance, someone might say, I get nervous presenting in front of senior leadership, even when I know the material cold (revealing a performance-related insecurity), or This kind of ambiguity is tough for me. I like having more structure, and Im trying to get more comfortable with the gray area (revealing a trait that might not align with organizational norms). One shortcut I find helpful is to think of transparency as cognitive openness and vulnerability as emotional openness. In contexts where impressions really matter, the line between transparency and vulnerability becomes a strategic one. Pillemer doesnt draw a hard line, but she emphasizes that vulnerability is riskierespecially in high stakes, evaluative settings like job interviews, where disclosing insecurities might chip away at perceptions of competence. If in doubt, transparency is the safer bet. Vulnerability should generally be avoided in those contexts unless, say, its framed as a story of growth or overcoming a challenge (I used to struggle with public speaking, so I joined Toastmasters). Even when youre explicitly invited to share something personallike in the dreaded tell me about a weakness questiontransparency often does the trick. You might offer cognitive openness: I think better in writing than I do speaking off the cuff. You could also frame it as growth: Ive learned to prep more deliberately for meetings so I can articulate my ideas clearly in real time. But if you give me a moment to organize my thoughts, Ill always bring sharper insight. This kind of thoughtful disclosure lines up with what Pillemer would call transparency: revealing how your mind works in a way thats candid but not risky. Vulnerability, by contrast, might involve admitting that you often doubt your abilities or fear being judgeddisclosures that could raise red flags unless carefully framed. Still, even in high-stakes settings, being a bit more open can help. From Revealing: The Underrated Power of Oversharing by Leslie John published on February 24, 2026 by Riverhead Books, an imprint of Penguin Publishing Group, a division of Penguin Random House LLC. Copyright 2026 by Leslie John
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Youre interested in AI but youre human: Youve got emails to answer, deadlines to meet, and you dont have 40 hours a week to sift through academic papers on large language models. You just want to know whats happening, why it matters, and maybe how to use it to get home a little earlier. In that spirit, here are five AI podcasts to help you get smarter and stay informed without wasting your time. The AI Daily Brief For the busy professional who needs the headlines fast, theres The AI Daily Brief. Its usually about 20 minutes, which is perfect for the commute or while youre brewing that second pot of coffee. Host Nathaniel Whittemore does a great job of cutting through the noise, but he doesnt just read the news. He analyzes what the big moves by OpenAI, Google, and Microsoft actually mean for the rest of us. AI for Humans AI for Humans is for the “rest of us” who just want to have a good time learning. Hosted by Kevin Pereira and Gavin Purcell, this show is exactly what it says on the tin: AI news and tools explained by two guys whove been in the tech and media world forever but dont take themselves too seriously. They demo new tools, they crack jokes, and they make the whole “impending robot takeover” feel a lot less scary. If you want to keep up with the latest without feeling like youre sitting in a lecture hall, give this one a shot. Practical AI If youre looking to actually get stuff done, check out Practical AI. The name says it all. Hosts Chris Benson and Daniel Whitenack aren’t here to wax poetic about the singularity. Instead, they talk about real-world applications. They interview people who are actually shipping AI products and solving real problems. Their podcast is accessible enough for enthusiasts but technical enough to be useful if youre trying to implement this tech in your business. The Artificial Intelligence Show For marketers and business leaders, The Artificial Intelligence Show is required listening. Hosts Paul Roetzer and Mike Kaput from the Marketing AI Institute were beating the AI drum long before ChatGPT showed up. They look at AI through a business lens: How does the latest news change your career? How does it change your company? If youre in marketing or management and youre trying to figure out how to navigate the next five years, youd be crazy not to listen. Eye On AI Eye On AI is a podcast for anyone interested in seeing the bigger picture. Hosted by longtime New York Times correspondent Craig S. Smith, this one slows things down a bit. Its biweekly, and the interviews are deep. Smith talks to the researchers and people building AI systems to better understand the “why” and the “how.” Its less about the “tool of the week” and more about understanding the fundamental shifts in the technology. Its a great weekend listen when youve got a little more headspace.
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American statesman and polymath Ben Franklins legacy includes inspirational quotes on frugality, honesty, and hard work. Hes less frequently thought of as an icon of successful aging. But as doctor and author Ezekiel Emanuel recently pointed out on Big Think, At a time when the average age at death was under 40, he lived to 84, fully mentally competent all the way to the end. That makes the founding father a worthy source of advice on aging well. Whats the biggest lesson we can learn from him. Unsurprisingly, given he lived at a time when dentures were made out of wood and surgery was done without anesthesia, Franklin cant teach us anything about the latest aging breakthroughs. But he can remind us of a fundamental truth thats thoroughly backed up by modern science, but still frequently forgotten: Staying useful is as important to aging well as any fancy new drug, fitness routine, or diet plan. Ben Franklins secret to healthy aging Ben Franklin was 70 when he signed the Declaration of Independence, and he churned out inventions into his eighties. (Those include inventing bifocals to solve his own issues with failing eyesight). That might leave you with the impression that he was a work-until-you-drop kind of guy. But Emanuel points out thats not actually how Franklin understood his own life. Franklin invented retirement for working-class people, Emanuel insists. He made enough as a printer that he could retire at 42, and he said, Im going to live a life of leisure. That means everything that followed the ending of Franklins career as a printer, including much of his work helping to found the University of Pennsylvania and the United States, were technically retirement hobbies. His golden years didnt look anything like the golf, pickleball, or Caribbean cruises many of us dream about today. But that, Emanuel stresses, is the central wellness lesson we take from Franklins long and exceptionally productive life. Leisure, for Franklin, didnt mean going to the Jersey Shore. It meant that he didnt have to worry about business and making money. He could focus on doing good, and for him, doing good was science and social improvement activities, Emanuel says. Not contributing to society is not good for the soul. You have to be useful. You have to try to make the world a better place. Thats key to wellness, too. What modern psychology says about purpose and aging About 275 years ago, when Franklin stepped away from his first, moneymaking career, he understood that the key to aging well was to find purposeful ways to use his newfound leisure time. Thats a simple enough insight. But research suggests that even today a great many of us fail to remember it. Research out of Insead, the European business school, shows that many successful entrepreneurs struggle after exiting their businesses with big paydays. It is perfectly normal to discover that life post-financial freedom isnt as happy as one might have expected it to be, the researchers noted. The most common reason for these problems is a sense of aimlessness and boredom. Studies of retired Japanese salarymen and personal commentary from many who have pursued the popular Financial Independence Retire Early (FIRE) movement point in the same direction. Many of us dream of wide open days after leaving the world of work. But when confronted with the reality of long stretches of unstructured time, unless people have many explicit plans to stay useful, they tend to spiral. And not just emotionally. Neuroscience research has found that a sense of purpose helps delay dementia. Its absence, on the other hand, can speed cognitive decline. Meanwhile, an absolute mountain of studies testified that one of the best ways to look after your own wellness is to find ways to help others. A Google founder and the Governator agree It can be tempting to think of retirement in terms of numbers. If you have enough saved, your later years will be comfortable and stress free, and therefore healthy and happy, too. But even billionaires seem to flail in retirement unless they, like Ben Franklin, figure out how to continue to contribute to society. Sergey Brin is worth a cool $200 billion or so. He unretired and went back to work at Google because, he says, I was just kind of stewing and . . . not being sharp. Bill Gates is another guy with no financial constraints, but he, too, has written about how post-work life presents a lot of time to fill and that people need a reason to get out of bed in the morning. On the other hand, action star turned Governator Arnold Schwarzenegger credits his peace of mind at the age of 78 to a simple life motto: Stay busy. Be useful. Thats basically Ben Franklins whole approach to aging well boiled down to four snappy words. Healthy aging wisdom thats stood the test of time So if youre in the market for some good advice on how to stay mentally and physically health for as long as possible, you could look to wellness influencers and tech bros chasing immortality. But all their dubious routines probably wont buy you nearly as many healthy years as Ben Franklins straightforward 275-year-old wisdom. If you want to age well, stay useful. By Jessica Stillman, Contributor, Inc.com This article originally appeared on Fast Companys sister website, Inc.com. Inc. is the voice of the American entrepreneur. We inspire, inform, and document the most fascinating people in business: the risk-takers, the innovators, and the ultra-driven go-getters that represent the most dynamic force in the American economy.
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